Communicating at Communicating at Work Work
Mar 26, 2015
Communicating at Communicating at WorkWork
Changes Affecting the Changes Affecting the WorkplaceWorkplace
• Expanded team-based management
• Innovative communication technologies
• New work environments
• Increasingly diverse workforceSuccess in the new workplace requires excellent communication skills.
The Communication The Communication ProcessProcess
Basic ModelBasic Model
The Communication The Communication ProcessProcess
Basic ModelBasic Model
1.Sender has idea
1.Sender has idea
The Communication The Communication ProcessProcess
Basic ModelBasic Model
1.Sender has idea
1.Sender has idea
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
1.Sender has idea
1.Sender has idea
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
1.Sender has idea
1.Sender has idea
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
3.Message travels over channel
3.Message travels over channel
1.Sender has idea
1.Sender has idea
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
3.Message travels over channel
3.Message travels over channel
1.Sender has idea
1.Sender has idea
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
3.Message travels over channel
3.Message travels over channel
1.Sender has idea
1.Sender has idea
4.Receiver decodes message
4.Receiver decodes message
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
3.Message travels over channel
3.Message travels over channel
1.Sender has idea
1.Sender has idea
4.Receiver decodes message
4.Receiver decodes message
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
3.Message travels over channel
3.Message travels over channel
1.Sender has idea
1.Sender has idea
4.Receiver decodes message
4.Receiver decodes message
5.Feedback travelsto sender
5.Feedback travelsto sender
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
3.Message travels over channel
3.Message travels over channel
1.Sender has idea
1.Sender has idea
4.Receiver decodes message
4.Receiver decodes message
5.Feedback travelsto sender
5.Feedback travelsto sender
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
3.Message travels over channel
3.Message travels over channel
1.Sender has idea
1.Sender has idea
4.Receiver decodes message
4.Receiver decodes message
5.Feedback travelsto sender
5.Feedback travelsto sender
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
3.Message travels over channel
3.Message travels over channel
1.Sender has idea
1.Sender has idea
4.Receiver decodes message
4.Receiver decodes message
6.Possible additional feedback to receiver
6.Possible additional feedback to receiver
5.Feedback travelsto sender
5.Feedback travelsto sender
The Communication The Communication ProcessProcess
Basic ModelBasic Model
2.Sender encodes idea in message
2.Sender encodes idea in message
3.Message travels over channel
3.Message travels over channel
1.Sender has idea
1.Sender has idea
4.Receiver decodes message
4.Receiver decodes message
6.Possible additional feedback to receiver
6.Possible additional feedback to receiver
5.Feedback travelsto sender
5.Feedback travelsto sender
The Communication The Communication ProcessProcess
Expanded ModelExpanded Model
Barriers to Interpersonal Barriers to Interpersonal
CommunicationCommunication• Bypassing
• Limited frame of reference
• Lack of language skills
• Lack of listening skills
• Emotional interference
• Physical distractions
• Communication climate
• Context and setting
• Background, experiences
• Knowledge, mood
• Values, beliefs, culture
Understanding is Understanding is shaped byshaped by
Barriers That Block the Barriers That Block the Flow of Information in Flow of Information in
OrganizationsOrganizations• Closed communication climate• Top-heavy organizational structure• Long lines of communication• Lack of trust between management
and employees• Competition for power, status,
rewards
Additional Additional Communication Communication
Barriers Barriers • Fear of revenge for honest
communication
• Differing frames of reference among communicators
• Lack of communication skills
• Ego involvement
A Classic Case of A Classic Case of MiscommunicationMiscommunication
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!”
A Classic Case of A Classic Case of MiscommunicationMiscommunication
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!”
Analysis of Flawed Analysis of Flawed Communication ProcessCommunication Process
Analysis of Flawed Analysis of Flawed Communication ProcessCommunication Process
Sender has idea
Warn boater
Analysis of Flawed Analysis of Flawed Communication ProcessCommunication Process
Sender has idea
Warn boater
Sender encodes message
“Low water!”
Analysis of Flawed Analysis of Flawed Communication ProcessCommunication Process
Sender has idea
Warn boater
Sender encodes message
“Low water!”
Channel carries message
Message distorted
Analysis of Flawed Analysis of Flawed Communication ProcessCommunication Process
Sender has idea
Warn boater
Sender encodes message
“Low water!”
Channel carries message
Message distorted
Receiver decodes message
“Hello Walter!”
Barriers That CausedBarriers That CausedCronkite Cronkite
MiscommunicationMiscommunication• 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 CausedBarriers That CausedCronkite Cronkite
MiscommunicationMiscommunication• Emotional interference
• Physical barriers
• Ego prompted receiver to believe crowd was responding to his celebrity status.
• Noise from boat, distance between senders and receivers.
Which of these barriers could be overcome through improved communication skills?
Overcoming Overcoming Communication Communication
BarriersBarriers• Realize that communication is
imperfect.
• Adapt the message to the receiver.
• Improve your language and listening skills.
• Question your preconceptions.
• Plan for feedback.
Organizational Organizational CommunicationCommunication
• 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
Communication Flowing Communication Flowing Through Formal Through Formal
ChannelsChannels
DownwardManagement directives
Job plans, policies
Company goals
Mission statements
HorizontalTask coordination
Information sharing
Problem solving
Conflict resolution
UpwardEmployee feedback
Progress reports
Reports of customer
interaction, feedback
Suggestions for
improvement
Anonymous hotline
Forms of Communication Forms of Communication Flowing Through Formal Flowing Through Formal
ChannelsChannels
WrittenExecutive memos, lettersAnnual reportCompany newsletterBulletin board postingsOrientation manual
Electronic E-mail Voicemail Instant Messaging Intranet Videoconferencing
OralTelephoneFace-to-face conversationCompany meetings
Team meetings
MISCOMMUNICATION IN MISCOMMUNICATION IN PRODUCT EVOLVEMENTPRODUCT EVOLVEMENT
As Marketing As Marketing Requested ItRequested It
As Sales Ordered ItAs Sales Ordered It
As Engineering As Engineering Designed ItDesigned It
As Production As Production Manufactured ItManufactured It
As Maintenance Installed As Maintenance Installed ItIt
What the Customer What the Customer WantedWanted
Message DistortionMessage DistortionDownward CommunicationDownward Communication
Through Five Levels of ManagementThrough Five Levels of Management
Message Amount of message
written by board of directors 100%
Message DistortionMessage DistortionDownward CommunicationDownward Communication
Through Five Levels of ManagementThrough Five Levels of Management
Message Amount of message
written by board of directors 100%
received by vice-president 63%
Message DistortionMessage DistortionDownward CommunicationDownward Communication
Through Five Levels of ManagementThrough Five Levels of Management
Message Amount of message
written by board of directors 100%
received by vice-president 63%
received by general supervisor 56%
Message DistortionMessage DistortionDownward CommunicationDownward Communication
Through Five Levels of ManagementThrough Five Levels of Management
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 DistortionMessage DistortionDownward CommunicationDownward Communication
Through Five Levels of ManagementThrough Five Levels of Management
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 DistortionMessage DistortionDownward CommunicationDownward Communication
Through Five Levels of ManagementThrough Five Levels of Management
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%
Surmounting Surmounting Organizational BarriersOrganizational 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.
Five Common Ethical Five Common Ethical TrapsTraps
• 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)
Five Common Ethical Five Common Ethical TrapsTraps
• 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)
Tools for Doing theTools for Doing theRight ThingRight Thing
• Is the action you are considering legal?
• How would you see the problem if you were on the other side?
• What alternate solutions are available?
Tools for Doing theTools for Doing theRight ThingRight Thing
• Can you discuss the problem with someone you trust?
• How would you feel if your family, friends, employer, or co-workers learned of your action?
Any QuestionAny Question