Chapter 2 An Interpersonal Communication Process Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

2-2 Chapter Summary Two Parties in the Interview Interchanging Roles During Interviews Perceptions of Interviewer and Interviewee Communication Interactions Feedback The Interview Situation Outside Forces Summary

2-3 Two Parties in the Interview The Two Parties in the Interview ▫Each party consists of unique and complex individuals. ▫Although each party consists of unique individuals, both must act together if the interview is to be successful.

2-4 Two Parties in the Interview

2-5 Interchanging Roles During Interviews Both parties speak and listen from time to time, are likely to ask and answer questions, and take on the roles of interviewer and interviewee. Two fundamental approaches to interviewing: directive or nondirective.

2-6 Interchanging Roles During Interviews

2-7 Interchanging Roles During Interviews Directive Approach ▫A directive approach allows the interviewer to maintain control. Nondirective Approach ▫A nondirective approach enables the interviewee to share control.

2-8 Interchanging Roles During Interviews Combination of Approaches ▫Be flexible and adaptable when selecting approaches. ▫The roles we play should guide but not dictate approaches.

2-9 Perceptions of Interviewer and Interviewee Four Perceptions Drive Interactions 1.Self-perceptions 2.Perceptions of the other party 3.How the other party perceives us 4.How the other party perceives self

2-10 Perceptions of Interviewer and Interviewee

2-11 Perceptions of Interviewer and Interviewee Perceptions of Self ▫What we perceive ourselves to be may be more important than what we are. ▫We see ourselves differently under different circumstances. ▫Self-esteem is closely related to self-worth.

2-12 Perceptions of Interviewer and Interviewee Perceptions of the Other Party ▫Perceptions are a two-way process. ▫Allow interactions to alter or reinforce perceptions.

2-13 Communication Interactions Levels of Interactions ▫ Level 1 Interactions:  Avoid judgments, attitudes, and feelings  Are safe and superficial  Dominate interactions where there is little relational history, where trust has yet to be established, and the role relationship between superiors and subordinates.

2-14 Communication Interactions Levels of Interactions ▫ Level 2 Interactions:  Require trust and risk-taking  More revealing of ideas, feelings, and information  Although riskier, can be ended easily

2-15 Communication Interactions Levels of Interactions ▫ Level 3 Interactions:  Involve full disclosure  Deal with intimate and controversial areas of inquiry  Requires a positive relationship

2-16 Communication Interactions

2-17 Communication Interactions Gender, Culture, and Interactions ▫Women disclose more freely than men. ▫Culture may dictate what we disclose and to whom. ▫Positive and negative face are universal motives.

2-18 Communication Interactions Verbal Interactions ▫Never assume communication is taking place. ▫A word rarely has a single meaning. ▫Words may be so ambiguous that any two parties may assign very different meanings to them. ▫Beware of words that sound alike. ▫Words are rarely neutral.

2-19 Communication Interactions Nonverbal Interactions ▫Nonverbal signals send many different messages. ▫Any behavioral act, or its absence, can convey a message. ▫In mixed messages, the how may overcome the what. ▫Verbal and nonverbal messages are intricately intertwined.

2-20 Feedback Be perceptive, sensitive, and receptive. It is difficult to listen with your mouth open and your ears closed. Be flexible in selecting listening approaches.

2-21 Feedback

2-22 Feedback Listening for Comprehension ▫The intent of listening for comprehension is to understand content. Listening for Empathy ▫The intent of empathic listening is to understand the other party. Listening for Evaluation ▫The intent of evaluative listening is to judge content and actions. Listening for Resolution ▫The intent of dialogic listening is to resolve problems.

2-23 The Interview Situation

2-24 The Interview Situation Initiating the Interview Who initiates an interview and how may affect control, roles, and atmosphere.

2-25 The Interview Situation Perceptions ▫A party may see the interview as routine or an event. ▫Settings are seldom neutral. ▫Perceptions are critical in moving beyond Level 1 interactions.

2-26 The Interview Situation Time of Date, Week, and Year ▫Each of us has an optimum time for interactions. ▫Take into account events before and after interviews.

2-27 The Interview Situation Place ▫We value and protect our turf. ▫Don’t underestimate the importance of place.

2-28 The Interview Situation Surroundings ▫Surroundings help to create a productive climate. ▫Control noise to focus attention on the interaction. ▫Come to each interview ready to communicate.

2-29 The Interview Situation Territoriality ▫Maintain an arm’s length of distance between parties. ▫Relationship affects territorial comfort zones. ▫Age, sex, and culture influence territorial preferences. ▫Seating Arrangement  Desire for control often determines seating.  Seating may equalize control and enhance the interview climate.

2-30 The Interview Situation

2-31 Outside Forces We are not really alone with the other party. Outside forces determine roles in many interviews. Know what advice you must take.

2-32 Outside Forces

2-33 Summary Interviewing is a dynamic, complicated process between two complex parties operating with imperfect verbal and nonverbal symbols guided and controlled by perceptions and the situation. A thorough understanding of the process is a prerequisite for successful interviewing. Interviewer and interviewee must be flexible and adaptable in choosing which approach to take.