Communicating at Work

 Regardless of occupation, people spend most of their time communicating on the job  It is estimated that a business executive spends 75 to 80% of their time communicating  One study showed that employees at a fortune 1000 company send and receive an average of 178 messages each day Page 5

 Advertising / Marketing  Electronic Media / Radio – Television / Broadcasting  Health Communication  Journalism (Print or Electronic)  New Media and Technology  Organizational Communication  Political Communication  Public Relations  Risk and Crisis Communication Page 6

 On-the-job communication skills can make the difference between life and death  Bad communication is the leading cause to shooting errors among police officers  Poor communication is the cause of over 60% of reported medical errors, including death, physical injury and psychological trauma  98,000 deaths a year, in the medical field, are due to miss communication Page 5

 Ability to work in a team  Verbal communication skills  Ability to make decisions and solve problems  Ability to obtain and process information  Ability to plan, organize, and prioritize work Page 7

 Communication skills are essential to personal success  Technical people with good communication skills are likely to earn more than people with poor communication skills  You can never do enough training with your communication skills Page 6

 “One cannot not communicate.”  Even when we don’t speak we are communicating  It is essential to consider the unintentional message you send Page 7

 Virtually all communication is aimed at achieving goals  The most common on-the-job communication is instrumental communication  Instrumental communication – Messages aimed at accomplishing the task at hand Page 8

 A second set of goals involves relational communication  Relational communication - Messages that shape and reflect the way people regard one another  A positive climate helps achieve instrumental goals  A negative relationship can make it difficult or impossible to accomplish goal Page 8

 A third reason we communicate involves identity Management  Identity Management – the practice of presenting yourself in ways that produce a preferred image and distinctive sense of self  Think of 10 words or phrases that describe the way you want to be viewed on the job Page 8

 No matter what you do, you cannot take back something that’s already been said  Although people forgive, they never forget  The more you try to erase something you’ve said, the more it stands out Page 8

 Communication needs to be examined as part of its communication context  The meaning of a message depends on what has happened before the message  Each message is part of a process: It doesn’t occur in isolation Page 9

 Communication isn’t the answer to everything  Two people can communicate perfectly and still disagree Page 9

 Communication begins with a sender - the person the transmits a message  Two ways to send a message: Intentional and Unintentional  The sender must choose certain methods to send an intentional message, which is called encoding Page 9

 Channel is the method used to deliver the message  There is no guarantee the a message will be understood  The receiver has to attach meaning  When a receiver attaches meaning it is called decoding Pages 9-10

 The response to a message is called feedback  Feedback can be nonverbal: Demeanor, writing, or not responding at all Page 10

 Communication isn’t something we do to others, it’s something we do with them  Noise interferes with the exchange of messages  Three types of noise: Environmental, Physiological, and Psychological Page 11

 Babble of voices in another room  Someone’s cell phone going off in a meeting  A smelly cigar Page 11

 Hearing disorders  Illness  Disabilities Page 11

 Egotism  Defensiveness  Assumptions  Stereotypes  Biases  Prejudices  Hostility  Preoccupation  Fear Page 11

 Deciding which channel to use to convey your message influences your effectiveness  Example: If someone dies… Page 11

 Richness: Refers to the amount of info in a given channel  A wide array of nonverbal cues better help you understand another person  Facial expression  Tone of voice  Eye and body movement Page 11

 Speed: Refers to how quickly the exchange of messages occurs  High speed or instantaneous channels are called synchronous communication  Face-to-face  Video chat  Telephone conversations Page 11

 Low speed channels with lag time in between messages are called Asynchronous communication   Voic  Office Memos Page 12

 Control: Refers to the degree to which you can manage the communication process  You can never have complete control  Writing is an easier way to control communication  Face-to-face you have more control over receiver’s attention Page 12

 Oral channels work best for visual support  Demonstration  Photos  Slides  Written communication works great for formal tone  Complicated ideas  Final word  Record Page 12

 Can help get your point across  Using multiple channels is more persuasive  Dual-channel process enhances sender’s credibility  When using multiple channels make sure to choose one that is most effective for that situation Page 13

 Communication networks: Patterns of contact created by the flow of messages among communicators through time and space Page 14

 Formal communication networks are systems designed by management to dictate who should talk to whom to get a job done  Best way to describe formal communication is with organizational charts Page 14

 Downward communication occurs whenever superiors initiate messages to their subordinates  Job Instructions  Job Rationale  Feedback  Indoctrination Page 15

 Messages flowing from subordinates to superiors is called upward communication  Virtually any organization claims to seek upward communication  Some organizations aren’t as open to upward communication as they say Page 16

 What subordinates are doing  Suggestions for improvement  How subordinates feel about each other and the job Page 17

 Messages between co-workers with equal power  Task Coordination  Problem Solving  Sharing Information  Conflict Resolution  Building Rapport Page 18

 Rivalry – people who feel threatened by one another  Specialization – makes it hard for two people with different specialties to understand each other  Info Overload – too much information for people in different areas  Lack of Motivation – one person might not be as motivated as the other  Physical Barriers – people scattered throughout a building Page 19

 Informal Networks: Patterns of interaction based on friendships, shared personal or career interests, and proximity  Gender is even a type of informal network  Example: guys making a decision at the urinal Pages 19-20

 Confirming formal messages  Expanding on a formal message  Expediting official messages  Contradicting official messages  Circumventing formal channels Page 20

 A brief speech delivered in the length of an elevator ride  State name and current job title  Describe some personal strengths  State what you can do for others or what you need them to do for you  Indicate how to get in contact with them Page 21

 Networking the process of deliberately meeting people and keeping contact for career info, advice, and leads  People with good personal networks are more successful in their career  View everyone as a prospect Pages 22-23

 Treat your contacts as individuals  Do not exploit them  Express a genuine desire for information  Express appreciation for the info shared  Let the contact know how info was helpful Page 23

 Don’t just be an info seeker  Share info with others  Helping others will earn you a reputation for generosity Page 23

 A guide, trainer, coach and counselor  Teaches the informal rules of an organization or field  Useful for people trying to get into a nontraditional field  Respect their time  Shouldn’t be an emotional crutch Page 23-25

 Ethics are essential to being an effective employee  Communicating ethically can be too vague for specific situations  No single “right” approach to ethics Pages 25-26

1. Utilitarian Approach: Does this action provide the greatest good for the greatest number? 2. Rights Approach: Does this action respect the moral rights of everyone? 3. Fairness or Justice Approach: Is this action fair and free of discrimination or favoritism? 4. Common-Good Approach: Does this action further the common good or community good? 5. Virtue Approach: Does this action promote the development of moral virtue in me and my community? Page 26

1. Professional Ethic: How would an impartial jury of your professional peers judge this action? 2. Publicity Test: Would you be comfortable having the public learn about your behavior in the broadcast or print media? Page 26