COMMON BARRIERS TO COMMUNICATION 1. SEMANTICS Definition of words Choice of words

COMMON BARRIERS TO COMMUNICATION 2. POOR CHOICE, USE OF CHANNELS When to use certain channel Oral alone: Simple reprimand Settle simple dispute Written alone: Don’t need immediate feedback Need record

COMMON BARRIERS TO COMMUNICATION 2. USE OF CHANNELS Both channels: Commendation Serious reprimand Important policy change Nonverbal Be aware of it.

COMMON BARRIERS TO COMMUNICATION 3. PHYSICAL DISTRACTIONS 4. NOISE, PHYSICAL, PSYCHOLOGICAL 5. STATUS DIFFERENCE 6. EFFECTS OF EMOTIONS

COMMON BARRIERS TO COMMUNICATION 7. PERCEPTIONS Stereotypes Halo effects Selective perception See and hear what we expect Ignore if conflicts with “what we know.” Projection

COMMON BARRIERS TO COMMUNICATION 8. FILTERING, SCREENING NEGATIVE INFORMTAION 9. EVALUATING THE SOURCE 10.ABSENCE OF FEEDBACK, POOR FEEDBACK

COMMON BARRIERS TO COMMUNICATION 11. INFORMATION, DATA OVERLOAD 12. POOR LISTENING LISTEN TO RESPOND LISTEN TO UNDERSTAND

TO OVERCOME BARRIERS: Learn to use feedback well. Be sensitive to receiver’s point of view. Listen to UNDERSTAND! Use direct, simple language, or at least use language appropriate to the receiver. Use proper channel(s). Learn to use channels well. Learn to use supportive communication, not defensive communication.

LISTENING WITH... “EXPERIENCE” “WHAT WE KNOW” BIASES STEREOTYPES PERCEPTIONS EMOTIONS

LISTENING LISTEN TO RESPOND LISTEN TO UNDERSTAND

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

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

LISTEN TO UNDERSTAND 1. ASK PERMISSION 2. ESTIMTE TIME LIMIT 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

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

LISTEN TO UNDERSTAND BE DIRECT BE CLEAR BE SPECIFIC BE HONEST ASSUMES WIN-WIN BE DIRECT BE CLEAR BE SPECIFIC BE HONEST BE RESPECTFUL BE TACTFUL TAKE RESPONSIBILITY FOR YOURSELF

LISTEN TO UNDERSTAND WHEN YOU ………………….. I FEEL ………………………… (State observed action.) I FEEL ………………………… (State feeling.) BECAUSE I THINK ………….. (Thought that causes the feeling.) AND I WOULD LIKE ……….. (Request for positive action.)

LISTEN TO UNDERSTAND When you meet me an hour after you said you would I feel angry and hurt Because I think you don’t care much about my job demands And I would like you to call when you are going to be late.

LISTEN TO UNDERSTAND YOU’RE AN HOUR LATE! YOU MAKE ME ANGRY! YOU’RE ALWAYS LATE! YOU DON’T CARE ABOUT MY TIME/FEELINGS! YOU MAKE ME SICK!

NOT LISTENING? AUTOBIOGRAPHICAL RESPONSES: PROBE GIVE ADVICE EVALUATE INTERPRET

UNDERSTANDING? I KNOW WHAT YOU MEAN KNOW WHAT I MEAN? I HEAR YOU I’VE BEEN THERE! YOU UNDERSTAND ME? YOU HEAR WHAT I SAID? YOU KNOW WHAT TO DO? I KNOW WHAT YOU’RE TALKING ABOUT.

“FIXING” = LISTENING? “DON’T FEEL BAD.” “DON’T CRY.” “DON’T BE UPSET.” “YOU SAY THAT BUT YOU ALWAYS DO WELL.”

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.

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.

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.

1.Channels Congruent. Incongruent. “Oh, do I 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?”

4.Specific. “I felt like I did not Global. “You are always 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.”

7.Equality oriented. “I have Superiority oriented. 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.”

ORGANIZATIONAL COMMUNICATION STRUCTURE SHOULD FACILITATE, NOT HINDER MANAGE INFORMATION FLOW CLIMATE INFLUENCES INTERGROUP INTERACTIONS, BARRIERS? USE GRAPEVINE

COMMUNICATION NETWORKS . . . . . . . . . . Y WHEEL, STAR CENTRALIZED

COMMUNICATION NETWORKS . . . . . . . . . . CIRCLE ALL CHANNEL DECENTRALIZED

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