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The Basics of EffectiveInterpersonal Communication
University Human Resources Professional Development Program
Support ing leadership , interpersonal and professional excellence
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Welcome! This program is intended for anyone who
would like an overview of the basic verbal
and non-verbal communication skills neededfor success in the workplace.
The Professional Development Program also
offers classroom sessions on this and othertopics. Please visit our web sitehttp://uhr.rutgers.edu/profdev to enroll orobtain more information.
http://uhr.rutgers.edu/profdevhttp://uhr.rutgers.edu/profdev7/27/2019 Effec Comm
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Before you begin Get the most from this program by answering
these questions for yourself before you begin.
You will evaluate your growth at the end.
What do I already know about interpersonalcommunication?
What are my learning goals for this program? What are my supervisors expectations, if any, for
my participation in this training?
How do I think I will be able to apply my learningon the job?
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Course Content This online program will cover:
What communication is
Why and how we communicate Barriers to communication
Sharing ideas
Getting information from others
Giving constructive feedback Body language
Writing materials will be useful for jotting down yourthoughts as your proceed through the course
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Course Objectives The objectives of this program are to:
provide a basic overview of verbal and
non-verbal interpersonal communicationprocesses
identify personal obstacles to effective
interpersonal communication define some strategies for improving
individual and group communications
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What is communication? What do you think communication is?
How would you define it?
Take a few moments towrite down some of
your thoughts
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Communication Communication is defined as the interchange
of thoughts or opinions through sharedsymbols; e.g. language, words, phrases
Some synonyms of the word communicationare:message,directive, word, contact,
commerce, communion, intercommunication,intercourse; converse, exchange,interchange, conversing, discussing, talking;conversation, discussion, talk, advice,
intelligence, news, tidings
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Four facets of communication Three are four facets in all types of
communication:
Sender
Receiver
Information
Behavior
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Shared symbols Sometimes when we communicate we
assume we are using shared symbolswhen we might not be
Think about the term asap, as soon aspossible. What does it reallymean?
Think about how the meaning might changein the situations on the next slide
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Shared symbols How might your meaning of asap change in
these situations?
Someone from another department calls. Heneeds some detailed information asap; but youare already rather busy.
A coworker comes to you for help with anassignment. She needs you asap; but you have
another job to finish before lunch. Your immediate supervisor, whom you like to
please, asks you to type a memo for her asap; butyou already have a stack of other jobs to finish.
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Shared symbols Someone from another department calls.
He needs some detailed information asap;
but you are already rather busy.
In this situation, you might interpret asapas when I have finished all of my ownwork and have a chance to get to it. Itmight be tomorrow or the next day.
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Shared symbolsA coworker comes to you for help with an
assignment. She needs you asap; but you
have another job to finish before lunch.
In this situation, you might interpret asapas after I have finished my own work, Iwill help out after lunch.
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Shared symbolsYour immediate supervisor, whom you like
to please, asks you to type a memo for her
asap; but you already have a stack ofother jobs to finish.
In this situation, you might interpret asapas Ill do this now and finish my otherwork afterwards.
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Shared symbols In the previous examples, weve seen the
meaning of asap change from in a fewdays to immediately.
Many other words and phrases are alsovague and have different meanings for
different people.
Shared symbols are not always completelyshared. The message intended is not always
the message received.
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Missed communication
As Purchasing
ordered it.
As the Art Dept.
designed it.As the Supervisor
implemented it.
As the Manager
Requested it. As Marketingwrote it up.
What the Employee
really wanted!
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Why do we communicate? What do you think?
Take a few moments towrite down some ofyour thoughts
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Why we communicate We communicate to:
Share our ideas and opinions
Provide feedback to others
Get information from others
Gain power and influence
Develop social relationships Maintain self-expression and our culture
and other ideas you may have thought of
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How do we communicate? Think of the many ways in which you
communicate
Take a few moments towrite down some of
your thoughts
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How we communicate We communicate and build
interpersonal relationships through:
Speech
Writing
Listening
Non-verbal language Music, art, and crafts
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Choosing your medium Depending upon the situation, one method
of communication may be better thananother. In person: one-to-one
In person: meetings, small groups
In person: presentations, large groups
Letter
Memo
Note
Voice mail
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Choosing your medium To determine the best medium for your
message determine:
What you as the senderneed to achieve What the receiverneeds to know. What
the receiverwants to know
How detailed, important, and or personal
the informationin the message is Which behavioryou want to influence and
how
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Choosing your medium How would you communicate
an organizational change in your unit
the introduction of a new employee a change in someones job duties
a reprimand
notice of a meeting
Take a few moments to write down some ofyour thoughts
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Choosing your medium The best way to communicate
an organizational change in your unit by
memo and small group meetings the introduction of a new employee by
group and one-on-one meetings
a change in someones job duties by
memo and one-on-one meeting a reprimand in a one-on-one private meeting
notice of a meeting by memo and email
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Barriers to communication What are barriers to communication
that exist in any work setting?
Take a few moments towrite down some of
your thoughts
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Barriers to communication Some common barriers to interpersonal
communication include: Unclear process: The receiver and sender may not share the
same language, slang, jargon, vocabulary, symbols
Chain of command: There may be too many layers that amessage passes through between sender and receiver
Large size of an organization, geographicdistance: Large numbers of receivers require good messagesending methods
Personal limitations: Physical and mental disabilities, anddifferences in intelligence and education may interfere with mutualunderstanding
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Barriers to communicationAdditional common barriers to
interpersonal communication include:
Human nature: Peoples egos, prejudices, and traditionscan get in the way
Conflicting feelings, goals, opinions: If peoplefeel on opposite sides of an issue they may not share
Power: The idea that knowledge is power can lead toinformation hoarding
and other ideas you may have thought of
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Sharing your ideas Why and when is it necessary to share
your ideas?
Take a few moments towrite down some of
your thoughts
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Share your ideas to State an opinion or position
Give instructions or directions
Announce a change Make presentations
Participate in meetings
Give information in emergencies
Communicate the organizational mission,vision, and values
and other ideas you may have thought of
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Obstacles to sharing ideas What can make sharing ideas difficult?
Take a few moments towrite down some ofyour thoughts
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Obstacles to sharing ideas Your own shyness
Fear of rejection
Peer pressure Unorganized thinking
Others possibly becoming defensive
Physical disabilities (impaired sight, hearing, speech)
Having to deal with aggressive people
and others you may have thought of
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Speak for yourself To ensure your messages are clear,
speak for yourself, not for others:
Speaking for yourself sounds like: I, me, my
I think, I feel, I want to know that
Speaking for no one sounds like: It, some people, everyone, they decided
Speaking for others sounds like:
We, you, John, Mary said
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SHARE your ideas a model State the main point of your message
Highlight other important points Assure the receivers understanding
React to how the receiver responds
Emphasize/summarize your main ideas
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SHARE an exampleState the main point of your message
Id like to talk to you about the new employee welcome program.
Highlight other important points
We need to discuss the new schedule, locations, and presenters.Assure the receivers understanding
Do you need me to further clarify how we are making invitations?
React to how the receiver responds
I understand your concern about parking.
Emphasize/summarize your main ideasTo wrap-up, Ill develop the schedule and make the room
reservations, if you can line up the guest speakers.
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Getting good information Why is it necessary to get good
information from others?
Take a few moments towrite down some of
your thoughts
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Get good information to Find out facts and details
Get directions or instructions
Try to understand anothers point of view
Help someone solve a problem
Resolve a team conflict Solve work problems
and other ideas you may have thought of
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Obstacles to getting good
information What can make getting good
information difficult?
Take a few moments towrite down some of
your thoughts
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Obstacles to getting good
information Lack of trust
Assuming you already know it all
Jumping to conclusions Not valuing diverse opinions
Weak reading skills
Weak listening skills Weak questioning skills
and other ideas you may have thought of
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The power of listeningThe philosopher Epictetus stressed thepower of listening in this quote:
Nature gave us one tongue and twoears so we could hear twice as much
as we speak.
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Listen actively Prepare to listen by focusing on the speaker
Control and eliminate distractions so that youcan focus on the message. Dont do anything else(writing, reading, email) but listen
Establish appropriate eye contact to showinterest
See listening as an opportunity to getinformation, share anothers views, and broadenyour own knowledge
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Thats a good question! Close end questionslimit the answer to yes or no
Open end questionsallow the responder totalfreedom in answering
Direct questions ask for specific information; limitanswers to brief fact statements
Probing questionsfollow up other questions tosolicit additional information
Hypothetical questions present a theoreticalsituation to which receiver responds
See examples of each on the next slide
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Good question - examplesClose end question
Did you attend the staff meeting this morning?
Open end question
What was discussed at the staff meeting this morning?
Direct questionWhich topics were listed on the meeting agenda?
Probing question
Can you tell me more about the first agenda topic?.Hypothetical question
What would you have done, if you had not had thechance to present your idea at the meeting?
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FOCUS on information
a model Focus the discussion on the specific
information you need
Open-end question to expand thediscussion
Close-end question to get specifics
Useactive listening skills to understandwhat you are hearing
Summarize and close the discussion
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FOCUS on information
an exampleFocus the discussion on the specific information you needI need to ask you about the computer meeting you attended
yesterday.
Open-end question to expand the discussion
What kinds of decisions were made regarding expansion of ourdepartmental system?
Close-end question to get specifics
Did the committee decide to buy Dell computers?
Use active listening skills to understand what you are hearing
What I think I heard you say was that the decision was made?
Summarize and close the discussion
So to wrap up, the system will expand and we will be using Dells.Thanks for keeping me up to date.
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Giving feedback Why is it necessary to give constructive
feedback to others?
Take a few moments towrite down some of
your thoughts
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Give feedback when Someone asks for your opinion
Work errors occur frequently
A coworkers habits disturb you
A coworkers behavior has negativeconsequences
There are unresolved problems
and other ideas you may have thought of
Constructivefeedback focuses on facts not people,solving problems instead of placing blame, and
strengthening relationships instead of being right
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Obstacles to giving
constructive feedback What makes it hard to give
constructive feedback?
Take a few moments towrite down some of
your thoughts
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Obstacles to giving
constructive feedback Separating the person from the problem
Others becoming defensive or angry
Fear of negative consequences (especially if the
other person is a supervisor) Dealing with potential conflict (especially if the other
person is aggressive)
Avoiding hurt feelings
Preserving relationships Not having all the facts and jumping to conclusions
Choosing the right time so that the other person ismost receptive
and other ideas you may have thought of
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STATE feedback a model State the constructive purpose of
your feedback
Tell specifically what you have observed Address and describe your reactions
Tender specific suggestions for
improvement Express your support and respect for
the person
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STATE feedback an exampleState the constructive purpose of your feedback
Id like to give you some feedback about your training style so that yourevaluations will be more positive and you will enjoy it more.
Tell specifically what you have observed
I notice that you rely heavily on your notes.Address and describe your reactions
I feel as though you are unsure of yourself when you read.
Tender specific suggestions for improvement
I can help you develop a PowerPoint presentation so that you can usethe screens as a cue instead of being tied to your notes.
Express your support for the person
You know a lot about the subject. With practice you can become a goodtrainer.
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Body language Nonverbal communication, known as body
language sends strong positive and negative
signals. This is how much it influences anymessage:
Words 8%
Tone of voice 34%
Non-verbal cues 58%
Message 100%
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Body language includes Face
Figure
Focus Territory
Tone
Time
Each of these is described in the following slides
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Body language - face Face includes:
Your expressions
Your smile or lack thereof Tilt of the head; e.g., if your head is tilted
to one side, it usually indicates you areinterested in what someone is saying
What message are you sending if someone ispresenting a new idea and you are frowning?
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Body language - figure Figure includes:
Your posture
Your demeanor and gesturesYour clothes and accessories such asjewelry
What message are you sending if you are dressedcasually at an important meeting?
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Body language - focus Focus is your eye contact with others The perception of eye contact differs by
culture. For most Americans Staring makes other people uncomfortable
Lack of eye contact can make you appear weak ornot trustworthy
Glasses may interfere or enhance eye contact
What message are you sending if you are looking atother things and people in a room when someoneis speaking to you?
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Body language - territory
Territory focuses on how you usespace. It is also called proxemics.
The perception of territory differs by culture.Most Americans are comfortable with anindividual space that is about an arms lengthin diameter
What message are you sending if you keep movingcloser to a person who is backing away from you?
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Body language - tone
Tone is a factor of your voice
Pitch is the highness or lowness of voice
Volume is how loud your voice is Emphasis is your inflection
What message are you sending if during adisagreement you start speaking very loudly?
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Body language - time
Time focuses on how you use time.It is also called chronemics.
Pace is how quickly you speak Response is how quickly you move
Punctuality is your timeliness
What message are you sending if you areconsistently late for meetings?
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Ideas to walk away with
People are always communicating
The meaning intended by the sender is
never exactly the message gotten bythe receiver
We can help to overcome barriers tocommunication by being aware of them
Verbal and non-verbal communication isimportant in sending our messages
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Test yourself
1. Communication is defined as the interchange of thoughts oropinions through shared symbols.
True___ False___
2. The four facets of interpersonal communication are sender,receiver, information, and behavior.
True___ False___
3. Unclear process; chain of command; large size of an
organization or geographic distance; personal limitations;human nature; conflicting feelings, goals, opinions; andpower are examples of barriers to communication.
True___ False___
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Test yourself
4. Describe the steps of the SHARE model for giving goodinformation share, highlight, assure, react, emphasize:
5. Describe the steps of the FOCUS model for getting goodinformation focus, open end, close end, use, summarize:
6. Describe the steps of the STATE model for giving constructivefeedback state, tell, address, tender, express:
7. Describe the the six aspects of non-verbal communication (bodylanguage):
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Test yourself - answers
1. Communication is defined as the interchange of thoughts oropinions through shared symbols.
True
2. The four facets of interpersonal communication are sender,receiver, information, and behavior.
True
3. Unclear process; chain of command; large size of an
organization or geographic distance; personal limitations;human nature; conflicting feelings, goals, opinions; power areexamples of barriers to communication.
True
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Test yourself - answers
4. The steps of the SHARE model for giving good information are:
State the main point of your message
Highlight other important points
Assurethe receivers understanding
React to how the receiver responds
Emphasize/summarize your main ideas
5. The steps of the FOCUS model for getting good information are:
Focus the discussion on the specific information you need
Open-end question to expand the discussion Close-end question to get specifics
Use active listening skills to understand what you are hearing
Summarize and close the discussion
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Test yourself - answers
6. The steps of the STATE model for constructive feedback are:
State the constructive purpose of your feedback
Tell specifically what you have observed
Address and describe your reactions
Tender specific suggestions for improvement
Express your support for the person
7. The the six aspects of non-verbal communication (body language): Face expressions, smile, tilt of head
Figure posture, demeanor, gestures, dress Focus eye contact
Territory use of space
Tone voice pitch, volume, emphasis
Time the use time
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Apply what youve learned
When you started this program we asked youto consider some questions. Lets wrap up: What new things did you learn about interpersonal
communication? Did you meet your learning goals for this
program?
Did you meet your supervisors expectations, if
any, for participation in this training? How will you be able to apply your learning on thejob?
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Whats next?
We hope you have enjoyed this program as anoverview of the basic verbal and non-verbalcommunication skills needed in the workplace.
The Professional Development Program offersclassroom sessions on this and other topics whichinclude numerous individual and group exercises toenhance your learning.
Please visit our web site http://uhr.rutgers.edu/profdevto enroll or obtain more information.
http://uhr.rutgers.edu/profdevhttp://uhr.rutgers.edu/profdev7/27/2019 Effec Comm
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The Basics of EffectiveInterpersonal Communication
University Human Resources Professional Development Program
Support ing leadership , interpersonal and professional excellence