2. WHY DO WE COMMUNICATE Lecture 1b COMN 3111

3. KEY CONVERSATIONAL PURPOSES

4. DISCOVER SELF AND WORLD AROUND US DISCOVER SELF AND WORLD AROUND US The organizational contextThe organizational context KEY CONVERSATIONAL PURPOSES

5. DISCOVER SELF AND WORLD AROUND US DISCOVER SELF AND WORLD AROUND US The organizational contextThe organizational context TO ESTABLISH RELATIONSHIPS TO ESTABLISH RELATIONSHIPS To connectTo connect KEY CONVERSATIONAL PURPOSES

6. DISCOVER SELF AND WORLD AROUND US DISCOVER SELF AND WORLD AROUND US The organizational contextThe organizational context TO ESTABLISH RELATIONSHIPS TO ESTABLISH RELATIONSHIPS To connectTo connect TO INFLUENCE, CONTROL TO INFLUENCE, CONTROL So we can get things done…get what we wantSo we can get things done…get what we want KEY CONVERSATIONAL PURPOSES

7. DEEPER APPROACH: FUNDAMENTAL NEEDS MASLOW'S HIERARCHY OF NEEDS PHYSICAL NEEDS AIR, FOOD, SEX SAFETY SAFETY SHELTER BELONGING INCLUSION, FUN SELF ESTEEM SELF-ACTUALIZATION COGNITIVE

8. DEEPER APPRAOCH: FUNDAMENTAL NEEDS MASLOW'S HIERARCHY OF NEEDS COGNITIVE COGNITIVE WE NEED TO KNOW! BECAUSE LIFE = UNCERTAINTY

9. DEGREE OF UNCERTAINTY: EVERY TIME WE TALK FACE TO FACE WE TALK TO FIND OUT THREE THINGS:

10. DEGREE OF UNCERTAINTY: EVERY TIME WE TALK FACE TO FACE WE TALK TO FIND OUT THREE THINGS: (1) WHAT’S GOING ON? (1) WHAT’S GOING ON? PURPOSE OF THIS TALK? PURPOSE OF THIS TALK? CAN WE GET THRU THIS RELATIVELY SMOOTHLY? CAN WE GET THRU THIS RELATIVELY SMOOTHLY?

11. DEGREE OF UNCERTAINTY: EVERY TIME WE TALK FACE TO FACE WE TALK TO FIND OUT THREE THINGS: (2) WHO AM I TO YOU AND WHO ARE YOU TO ME - IN THIS SITUATION? (2) WHO AM I TO YOU AND WHO ARE YOU TO ME - IN THIS SITUATION?

12. DEGREE OF UNCERTAINTY: EVERY TIME WE TALK FACE TO FACE WE TALK TO FIND OUT THREE THINGS: (2) WHO AM I TO YOU AND WHO ARE YOU TO ME - IN THIS SITUATION? (2) WHO AM I TO YOU AND WHO ARE YOU TO ME - IN THIS SITUATION? THIS QUESTION HIDES 3 DEEPER QUESTIONS THIS QUESTION HIDES 3 DEEPER QUESTIONS Am I worthy of your time and attention?Am I worthy of your time and attention? Am I competent in your eyes?Am I competent in your eyes? Do I have any influence in this situation?Do I have any influence in this situation?

13. DEGREE OF UNCERTAINTY: EVERY TIME WE TALK FACE TO FACE

14. WE COME WITH ANSWERS BUT NEGOTIATE AS WE GO THROUGH LIFE. DEPENDS ON HOW OTHER RESPONDS.DEPENDS ON HOW OTHER RESPONDS. Consider the short case that begins the first Schockly-Zalabak chapter in your reading.Consider the short case that begins the first Schockly-Zalabak chapter in your reading. Two people who are professionals and employees of the same purchasing department take the problem they have very personallyTwo people who are professionals and employees of the same purchasing department take the problem they have very personally INTERPENETRATION OF WORK AND SELFINTERPENETRATION OF WORK AND SELF Self-esteem, belonging, self actualization needsSelf-esteem, belonging, self actualization needs All these matter in work talk –just like IP talkAll these matter in work talk –just like IP talk

15. DEGREE OF UNCERTAINTY: EVERY TIME WE TALK FACE TO FACE

16. WE TALK TO FIND OUT: (3) WHAT’S GOING TO HAPPEN NEXT? (3) WHAT’S GOING TO HAPPEN NEXT? CONNECT IN THE MOMENT? (RELATIONAL) OR CONNECT IN THE MOMENT? (RELATIONAL) OR DO SOMETHING TOGETHER? (INSTRUMENTAL) DO SOMETHING TOGETHER? (INSTRUMENTAL)

17. THE GENERAL IP PROCESS

18. We try to construct shared realities, to crate shared meanings We try to construct shared realities, to crate shared meanings To have others understand our world as we want them to understand it. To have others understand our world as we want them to understand it.

19. The IP Process in Organizations In Orgs. we have the same ideal as IP In Orgs. we have the same ideal as IP But the content of the communication tends to be focused on particular subjectsBut the content of the communication tends to be focused on particular subjects

20. The IP Process in Organizations In Orgs. we have the same ideal as IP In Orgs. we have the same ideal as IP But the content of the communication tends to be focused on particular subjects But the content of the communication tends to be focused on particular subjects Messages serve three functions Messages serve three functions OrganizingOrganizing People mostly receive messages about their work People mostly receive messages about their work Rules and regulations, orientations (what to do and who to talk to)Rules and regulations, orientations (what to do and who to talk to)

21. The IP Process in Organizations In Orgs. we have the same ideal as IP In Orgs. we have the same ideal as IP But the content of the communication tends to be focused on particular subjects But the content of the communication tends to be focused on particular subjects Messages serve three functions Messages serve three functions OrganizingOrganizing People mostly receive messages about their work People mostly receive messages about their work Rules and regulations, orientations (what to do and who to talk to)Rules and regulations, orientations (what to do and who to talk to) Relationship (to org. and each other)Relationship (to org. and each other) Define overall roles; connect to larger org. and values – morale. Define overall roles; connect to larger org. and values – morale. Connect to colleagues and supervisor Connect to colleagues and supervisor

22. The IP Process in Organizations In Orgs. we have the same ideal as IP In Orgs. we have the same ideal as IP But the content of the communication tends to be focused on particular subjects But the content of the communication tends to be focused on particular subjects Messages serve three functions Messages serve three functions OrganizingOrganizing People mostly receive messages about their work People mostly receive messages about their work Rules and regulations, orientations (what to do and who to talk to)Rules and regulations, orientations (what to do and who to talk to) Relationship (to org. and each other)Relationship (to org. and each other) Define overall roles; connect to larger org. and values – morale. Define overall roles; connect to larger org. and values – morale. Connect to colleagues and supervisor Connect to colleagues and supervisor ChangeChange Decision-making, problem-solving, new ideas about what to take into org., or what to achieve, environment, internal processes – all enhance org. survival Decision-making, problem-solving, new ideas about what to take into org., or what to achieve, environment, internal processes – all enhance org. survival

23. THE ESSENTIAL MODEL OF IP COMMUNICATION

25. NOISE Interference contributing to the difference between the meaning intended by the source and the meaning assigned by the receiver.Interference contributing to the difference between the meaning intended by the source and the meaning assigned by the receiver.

26. NOISE Can be physical distractions, communicative competence, psychological noise, ORCan be physical distractions, communicative competence, psychological noise, OR

27. ORGANIZATIONAL STRUCTURE We’ll talk about this a great deal in the next lecture We’ll talk about this a great deal in the next lecture How organizations divide up the work for goal achievementHow organizations divide up the work for goal achievement How they have continuous patterns of relationship and authorityHow they have continuous patterns of relationship and authority How these affect communication connections between peopleHow these affect communication connections between people

28. ORGANIZATIONAL STRUCTURE The IP is a horizontal model The IP is a horizontal model Organization structure is both horizontal and vertical Organization structure is both horizontal and vertical

29. ORGANIZATIONAL STRUCTURE The IP is a horizontal model The IP is a horizontal model Organization structure is both horizontal and vertical Organization structure is both horizontal and vertical This complicates the comm. process This complicates the comm. process The direction of communication flow is importantThe direction of communication flow is important

30. ORGANIZATIONAL STRUCTURE The IP is a horizontal model The IP is a horizontal model Organization structure is both horizontal and vertical Organization structure is both horizontal and vertical This complicates the comm. process This complicates the comm. process The direction of communication flow is importantThe direction of communication flow is important The channels through which input comes is vitalThe channels through which input comes is vital These can act as noise in the communication processThese can act as noise in the communication process

31. ORGANIZATIONAL STRUCTURE Also affect the amount of work people have to do to get decisions made and jobs done – communication load Also affect the amount of work people have to do to get decisions made and jobs done – communication load

32. ORGANIZATIONAL STRUCTURE Also affect the amount of work people have to do to get decisions made and jobs done – communication load Also affect the amount of work people have to do to get decisions made and jobs done – communication load Refers to the rate and complexity of the communication inputs a person receives Refers to the rate and complexity of the communication inputs a person receives Load measured in terms of: Load measured in terms of: 1. number and difficult of decisions or judgments to be made1. number and difficult of decisions or judgments to be made 2. the time available2. the time available 3. dependability of the information inputs3. dependability of the information inputs

33. ORGANIZATIONAL STRUCTURE Also affect the amount of work people have to do to get decisions made and jobs done – communication load Also affect the amount of work people have to do to get decisions made and jobs done – communication load Refers to the rate and complexity of the communication inputs a person receives Refers to the rate and complexity of the communication inputs a person receives Load measured in terms of: Load measured in terms of: 1. number and difficult of decisions or judgments to be made1. number and difficult of decisions or judgments to be made 2. the time available2. the time available 3. dependability of the information inputs3. dependability of the information inputs When overload happens at the top – fundamental cause of organizational re-structuring When overload happens at the top – fundamental cause of organizational re-structuring

34. BACK TO BASIC IP We talk to reduce uncertainty We talk to reduce uncertainty We need to influence the world around us so we can meet our needs through talk and action – so we can meet our needsWe need to influence the world around us so we can meet our needs through talk and action – so we can meet our needs As we grow up we do this one person at a time As we grow up we do this one person at a time RELATIONSHIP BUILDINGRELATIONSHIP BUILDING

35. BACK TO BASIC IP We talk to reduce uncertainty We talk to reduce uncertainty We need to influence the world around us so we can meet our needs through talk and action – so we can meet our needsWe need to influence the world around us so we can meet our needs through talk and action – so we can meet our needs As we grow up we do this one person at a time As we grow up we do this one person at a time RELATIONSHIP BUILDINGRELATIONSHIP BUILDING But that’s not what it’s call when we are trying to influence two or more people to commit to a shared purpose and act in predictable ways in the future to get us what we need… But that’s not what it’s call when we are trying to influence two or more people to commit to a shared purpose and act in predictable ways in the future to get us what we need…

36. THEN IT’S CALLED.. AND WE DO IT ALL THE TIME STARTING IN OUR FAMILIES! AND WE DO IT ALL THE TIME STARTING IN OUR FAMILIES!

37. THEN IT’S CALLED.. AND WE DO IT ALL THE TIME STARTING IN OUR FAMILIES! AND WE DO IT ALL THE TIME STARTING IN OUR FAMILIES! THIS IS THE BASIS FOR EVERY ORGANIZATION THIS IS THE BASIS FOR EVERY ORGANIZATION