6-1 Communication Chapter 6

6-2 Communication Process Sender  Credibility Boomerang effect Important if issue is about objective facts  Attractiveness Physical, similar, high-status Important if issue is about subjective values or preference

6-3 Communication Process Receiver  Personality characteristics Intelligence influences wording Those with low self esteem are easier convinced  Jargon and miscommunication  Relationship to messages Range of acceptability

6-4 Communication Process Message  Vary in sophistication, emotion, aesthetics  Avoid jargon and one-sided messages  Rational arguments better with educated audience  Emotion and fear arousing messages are persuasive

6-5 Communication Process Communication Within Teams  Too brief of messages  Poor perspective taking  Positively distorted messages  Lack of full explanations  Clear communication in military Performance monitoring, feedback, closed-loop communication, and backing-up behaviors

6-6 Flow of a Team’s Communications Communication Climates  Supportive Climate Open, inclusive, rewarding Messages are facts/opinions Focus on problem solving  Negative Climate Defensive behaviors Closed, alienating, blaming, discouraging, punishing  Climates develop in cycles

6-7 Flow of a Team’s Communications Psychological Safety  Environment where people feel free to express their thoughts and feelings  Interpersonal trust, mutual respect  Important when giving feedback  Leaders promote safety

6-8 Flow of a Team’s Communications Processing Information Within the Team  Failure to combine unique knowledge  Biases hinder decision making  Solution: Leader should focus the team’s attention Problem solving approach Analyze alternatives Build trust

6-9 Building Trust Evolves from shared values, attitudes, and emotions Based on social relationships Requires being trusting and trustworthy Impacts on interpersonal communication, cooperation, and teamwork Techniques to rebuild trust:

Emotional Intelligence Four Components  Self-awareness  Empathy  Emotional regulation  Relationship management Team emotional intelligence  Enhances trust, cohesion, ability to work under stressful situations  High EI teams have fewer and less intense conflicts 6-10

Components of Team Emotional Intelligence Insert Figure 6.1 (p. 109) 6-11

Emotional Intelligence Improving Team Emotional Intelligence  Team leaders model appropriate behavior  Teams can develop behavioral norms  Use experiential group activities 6-12

Facilitating Team Meetings 5 main communication activities of the facilitator:  Maintain an open and collaborative climate  Manage disruptive behaviors  Manage differences  Summarize important decisions  Evaluate the group process

6-14 Communication Skills for Team Meetings 1. Ask Questions  Open ended and follow up 2. Listen Actively  Paraphrasing 3. Give Constructive Feedback  Focus on future, specific behaviors, learning and problem solving 4. Manage Feelings  Stay neutral  Understand feelings rather than evaluating them  Process feelings in the group

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6-17 Activity Continued