1. Breaking barriers: communication in practice

3. Common barriers to communication: Table 2.1 Common barriers to communication: probing for ‘causes’ Message cannot be heard and visual aids cannot be seen by some members of the audience Physical Message not delivered due to technical failure Technological Message not available to a public sector organisation due to lack of resources Economic Message from internal stakeholder not sent because individual is marginalised Political Message from organisation misinterpreted by members of a particular group Cultural Message from external stakeholder ignored due to ‘groupthink’ Psychological Message in an internal report not received due to blindness. Physiological Practical Example Apparent ‘cause’

6. Human memory processes Figure 2.4 Human memory processes: a three-stage model

8. Excessive conformity e.g. ‘groupthink’ ‘ Groupthink’ is a term introduced by a North American psychologist, Janis (1982), to explain an extreme type of social conformity occurring within close-knit groups.

9. The symptoms of ‘groupthink’ (p.38) 2. Collective rationalisation of the problem, which discounts negative feedback and neutralises problematic information

11. The iceberg metaphor for culture Figure 2.5 The iceberg metaphor for culture Source : http://www.indoindians.com/lifestyle/culture.htm

14. Ethical choice (1) Your company has been a major employer in the local community for years, but shifts in the global marketplace have forced some changes in the company. In fact, the company plans to reduce staffing by as much as 50% over the next 3 to 5 years. The size and timing of future layoffs have not been decided, but a small layoff will certainly start next month. You are in charge of writing a letter on this issue. Your first draft is as follows: “ this first layoff is part of a continuing series of staff reductions anticipated over the next several years.”

15. Ethical choice (2) Your first draft is as follows: “ this first layoff is part of a continuing series of staff reductions anticipated over the next several years.” Your boss is concerned about the negative tone of the language and suggests the following sentence: “ this layoff is a part of the company’s ongoing efforts to continually align its resources with global market conditions.” Do you think this suggested wording is ethical?

17. Overcoming Bias in Language Workers with physical disabilities face many barriers on the job Crippled workers face many barriers on the job Disability bias Jim Wong is very tall Jim Wong is an unusually tall Asian Ethnic bias Artificial; Manufactured Man-made Workforce; Workers Manpower Salesperson; Sales representative Salesman Gender bias Preferable Unacceptable Example

22. That's All for Today See You again

34. LISTEN TO UNDERSTAND 1. RESTATE/REPEAT 2. PARAPHRASE 3. REFLECT FEELING 4. PARAPHRASE CONTENT AND REFLECT FEELING 5. SAY NOTHING

35. LISTEN TO UNDERSTAND Before I can walk in another person’s shoes, I must remove my own. Unknown

36. LISTEN TO UNDERSTAND ASSUMES WIN-WIN 1. ASK PERMISSION 2. ESTIMTE TIME LIMIT 3. STATE BOUNDARIES STATE WHAT IS NOT ACCEPTABLE 4. USE RESPECT, GENTLENESS 5. USE COURAGE

37. LISTEN TO UNDERSTAND ASSUMES WIN-WIN RESPECT COURAGE LOW HIGH LOW HIGH X

45. Ten Rules for Good Listening Rule Listening Reasoning Behind the Rule 1. Stop talking You cannot listen if you are talking. 2. Put the person at ease Help a person feel free to talk; create a permissive environment. 3. Show the person you Look and act interested; listen to want to listen understand, not to oppose. 4.Remove distractions Don’t doodle, tap, or shuffle papers; shut the door if necessary to achieve quiet.

46. Ten Rules for Good Listening Rule Listening Reasoning Behind the Rule 5. Empathize Try to see the other person’s point of view. 6. Be patient Allow plenty of time; do not interrupt; don’t start for the door or walk away. 7. Hold your temper An angry person takes the wrong meaning from words.

47. Ten Rules for Good Listening Rule Listening Reasoning Behind the Rule 8.Go easy on argument Don’t put people on the defensive and criticism and cause them to “clam up” or become angry; do not argue- even if you win, you lose. 9. Ask questions This encourages a person and shows that you are listening; it helps to develop points further. 10. Stop talking This is first and last, because all other guides depend on it; you cannot listen effectively while you are talking. Source: Adapted from Human Behavior at Work , Fifth Edition, by Keith Davis. 1977.

48. KEY CHARACTERISTICS OF SUPPORTIVE COMMUNICATION 1.Channels Congruent. Incongruent. “Oh, do I Verbal and non-verbal seem upset? No, everything channels must agree. is fine” - while obviously upset. 2.Descriptive. “This is what Evaluative. “You are happened and this is how I wrong for doing what you felt about it. I’d like to suggest did.” an alternative that would be more acceptable. 3.Problem oriented. “How Person oriented. “Why can we solve this problem?” are you so slow?”

49. KEY CHARACTERISTICS OF SUPPORTIVE COMMUNICATION 4.Specific. “I felt like I did not Global. “You are always get equal time to cover my seeking all the recognition material in that presentation.” for our work.” 5.Owned. “I have decided Not owned. “You have a to turn down your request pretty good idea, but you because…” know how it is in this organization -- everyone can’t get everything they want.” 6.Validating. “That is an Not validating. “I can’t interesting suggestion.” believe you could think such a thing.”

50. KEY CHARACTERISTICS OF SUPPORTIVE COMMUNICATION 7.Equality oriented. “I have Superiority oriented. some ideas, but do you have “Your suggestion is dumb. any suggestions?” This is the way to handle this problem.” 8.Flexible. “I have some Closed-minded. “What- questions, but let’s explore ever made you think that it further.” would work?” 9.Appropriately intimate. Overbearing or aloof. “ Since we have known each “I know we just met, but I other a long time, I’d like really need to tell you to tell you how I feel about something personal.” our relationship.”

54. COMMUNICATION NETWORKS SIMPLE TASKS COMPLEX TASKS SLOW LESS ACCURATE FASTER MORE ACCURATE CIRCLE ALL CHANNEL Y WHEEL STAR Y WHEEL STAR CIRCLE ALL CHANNEL

56. Effective Communication

61. Communication Networks Chain Wheel All Channels

92. Business Communication BTEC Business

123. Structure in an Organization

125. Aspects of external communication