Communicating at Work

Changes Affecting the Workplace Expanded team-based management Innovative communication technologies New work environments Increasingly diverse workforce Success in the new workplace requires excellent communication skills.

The Communication Process Basic Model 3

The Communication Process Basic Model 1. Sender has idea 8

The Communication Process Basic Model 1. Sender has idea 8

The Communication Process Basic Model 2. Sender encodes idea in message 1. Sender has idea 8

The Communication Process Basic Model 2. Sender encodes idea in message 1. Sender has idea 8

The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea 8

The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea 8

The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea 4. Receiver decodes message 8

The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea 4. Receiver decodes message 8

The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea 4. Receiver decodes message 5. Feedback travels to sender 8

The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea 4. Receiver decodes message 5. Feedback travels to sender 8

The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea 4. Receiver decodes message 5. Feedback travels to sender 8

The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea 4. Receiver decodes message 6. Possible additional feedback to receiver 5. Feedback travels to sender 8

The Communication Process Basic Model 2. Sender encodes idea in message 3. Message travels over channel 1. Sender has idea 4. Receiver decodes message 6. Possible additional feedback to receiver 5. Feedback travels to sender 8

The Communication Process Expanded Model

Barriers to Interpersonal Communication Bypassing Limited frame of reference Lack of language skills Lack of listening skills Emotional interference Physical distractions 10

Understanding is shaped by Communication climate Context and setting Background, experiences Knowledge, mood Values, beliefs, culture 11

Barriers That Block the Flow of Information in Organizations Closed communication climate Top-heavy organizational structure Long lines of communication Lack of trust between management and employees Competition for power, status, rewards 12

Additional Communication Barriers Fear of revenge for honest communication Differing frames of reference among communicators Lack of communication skills Ego involvement 13

A Classic Case of Miscommunication 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 Miscommunication 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 Communication Process 20

Analysis of Flawed Communication Process Sender has idea Warn boater 20

Analysis of Flawed Communication Process Sender has idea Warn boater Sender encodes message “Low water!” 20

Analysis of Flawed Communication Process Sender has idea Warn boater Sender encodes message “Low water!” Channel carries message Message distorted 20

Analysis of Flawed Communication Process Sender has idea Warn boater Sender encodes message “Low water!” Channel carries message Message distorted Receiver decodes message “Hello Walter!” 20

Barriers That Caused Cronkite Miscommunication 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 Caused Cronkite Miscommunication 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 Communication Barriers Realize that communication is imperfect. Adapt the message to the receiver. Improve your language and listening skills. Question your preconceptions. Plan for feedback. 22

Organizational Communication 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 23

Communication Flowing Through Formal Channels Downward Management directives Job plans, policies Company goals Mission statements Horizontal Task coordination Information sharing Problem solving Conflict resolution Upward Employee feedback Progress reports Reports of customer interaction, feedback Suggestions for improvement Anonymous hotline

Forms of Communication Flowing Through Formal Channels Written Executive memos, letters Annual report Company newsletter Bulletin board postings Orientation manual Oral Telephone Face-to-face conversation Company meetings Team meetings Electronic E-mail Voicemail Instant Messaging Intranet Videoconferencing

MISCOMMUNICATION IN PRODUCT EVOLVEMENT 26

As Marketing Requested It

As Sales Ordered It 28

As Engineering Designed It

As Production Manufactured It

As Maintenance Installed It

What the Customer Wanted

Message Distortion Downward Communication Through Five Levels of Management Message Amount of message written by board of directors 100% 33

Message Distortion Downward Communication Through Five Levels of Management Message Amount of message written by board of directors 100% received by vice-president 63% 34

Message Distortion Downward Communication Through Five Levels of Management Message Amount of message written by board of directors 100% received by vice-president 63% received by general supervisor 56% 35

Message Distortion Downward Communication Through 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% 36

Message Distortion Downward Communication Through 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% 37

Message Distortion Downward Communication Through 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% 38

Surmounting Organizational 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. 39

Five Common Ethical Traps 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 Traps 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 the Right 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 the Right 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?

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