Business Communication Today, 9e

Business Communication Today, 9e
Communicating in Teams and Mastering Listening and Nonverbal Communication Skills LEARNING OBJECTIVES After studying this chapter, you will be able to do the following: Highlight the advantages and disadvantages of working in teams Identify eight guidelines for successful collaborative writing Explain how wiki technology can help teams collaborate Explain how group dynamics can affect team effectiveness Discuss the role of etiquette in team settings, both in the workplace and in social settings Describe how meeting technologies can help participants communicate more successfully Describe the listening process and explain how good listeners overcome barriers at each stage of the process Clarify the importance of nonverbal communication and briefly describe six categories of nonverbal expression © Prentice Hall, 2008 Business Communication Today, 9e

Improving Your Performance in Teams
Formal Informal Permanent Committees Task Forces and Problem-Solving Teams Plan strategy Review results Handle employee issues Solve problems Handle specific issues Encourage participation A team is a unit of two or more people who share a mission and the responsibility for working to achieve their goal. Companies can create formal teams that become part of the organization’s structure, or they can establish informal teams, which aren’t part of the formal organization but are formed to solve a problem, work on a specific activity, or encourage employee participation. Some teams stay together for years; others may meet their goals in just a few days and then disband. Committees are formal teams that usually have a long life span and can become a permanent part of the organizational structure. Committees typically deal with regularly recurring tasks. For example, an executive committee may meet monthly to plan strategy and review results, and a grievance committee may be formed as a permanent resource for handling employee complaints and concerns. Problem-solving teams and task forces are informal teams that assemble to resolve specific issues and then disband once their goal has been accomplished. Such teams are often cross-functional, pulling together people from a variety of departments with different areas of expertise and responsibility. Whatever the purpose and function of the team, team members must be able to communicate effectively with each other and with people outside the team: sharing information with team members, listening carefully to their inputs, and crafting messages that reflect the team's collective ideas and opinions. © Prentice Hall, 2008 Business Communication Today, 9e

Overview of Teams Advantages Disadvantages Increased Information Diversity of Views Acceptance of Solutions Levels of Performance Groupthink Hidden Agendas Free Riders High Costs Team decision making can benefit an organization by delivering the following benefits: Increased information and knowledge. By aggregating the resources of several individuals, teams bring more information to the decision process. Increased diversity of views. Team members bring a variety of perspectives to the decision process. Increased acceptance of solutions. Those who participate in decision making are more likely to support the decision and encourage others to accept it. Higher performance levels. Working in teams can unleash vast amounts of creativity and energy in workers who share a sense of purpose and mutual accountability. Teamwork also has a number of disadvantages: A team may develop groupthink, the willingness of individual members to set aside their personal opinions and go along with the rest of the team members, even if they are wrong. Some team members may have a hidden agenda—private motives that affect the group’s interaction. Other team members may be free riders—those who don’t contribute their fair share to the group’s activities because they aren’t held individually accountable for their work. Still another drawback to teamwork is the high cost of coordinating group activities. Aligning schedules, arranging meetings, and coordinating a project can eat up a lot of time and money. © Prentice Hall, 2008 Business Communication Today, 9e

Effective Teams Clear objective Sense of purpose Open communication Shared decision making Creative thinking Conflict resolution The most effective teams have a clear objective and a shared sense of purpose, communicate openly and honestly, reach decisions by consensus, think creatively, and know how to resolve conflict. Learning these team skills takes time and practice, so U.S. companies now teach teamwork more frequently than any other aspect of business. © Prentice Hall, 2008 Business Communication Today, 9e

Collaborative Writing
Select Members Agree on Goals Take Time to Bond Clarify Responsibilities Clarify Processes Avoid Group Writing Ensure Compatibility Check Progress Often Collaborating on reports, websites, presentations, and other communication projects gives teams the opportunity to capitalize on each person’s unique presentation and communication skills. However, collaborating on team messages requires special effort. To collaborate effectively, everyone involved must be flexible and open to other opinions, focusing on team objectives rather than on individual priorities. Moreover, successful writers know that most ideas can be expressed in many ways, so they avoid the “my way is best” attitude. The following guidelines will help you collaborate more successfully: Select collaborators carefully. Choose a combination of people who have the experience, information, and talent needed for each project. Agree on project goals before you start. Starting without a clear idea of what you hope to accomplish inevitably leads to frustration and wasted time. Give your team time to bond before diving in. If people haven’t had the opportunity to work together before, make sure they can get to know each other before being asked to collaborate. Clarify individual responsibilities. Since members will be depending on each other, make sure individual responsibilities are clear, including who is supposed to do what and by when. Establish clear processes. Make sure everyone knows how the work will be done, including checkpoints and decisions to be made along the way. Avoid writing as a group. In most cases, the best approach is to plan, research, and outline together, but assign the actual writing to one person or divide larger projects among multiple writers. If you divide the writing, try to have one person do a final revision pass to ensure a consistent style. Make sure tools and techniques are ready and compatible across the team. Even minor details such as different versions of software can delay projects. Check to see how things are going along the way. Don’t assume everything is working just because you don’t hear anything negative. © Prentice Hall, 2008 Business Communication Today, 9e

Collaborative Writing Technologies
Control More Less Collaboration Websites Wikis Organization Content Workflow A variety of collaboration tools now exist to help writing teams, including group review and commenting features in word processors, multi-author blogs, and content management systems that organize and control the content for websites. Each of these tools addresses specific needs, but none offers quite the level of direct collaboration as the wiki. Key wiki benefits include simple operation—writers don’t need to know any of the techniques normally required to create web content—and the freedom to post new or revised material without prior approval. This approach is quite different from the content management system, in which both the organization of the website and the workflow (the rules for creating, editing, reviewing, and approving content) are tightly controlled. A content management system is great way to maintain consistent presentation on a company’s primary public website, whereas wikis allow teams to collaborate with speed and flexibility. © Prentice Hall, 2008 Business Communication Today, 9e

Group Dynamics(the interactions and the processes taking place in a team) Team Roles Team Development Conflict & Resistance The interactions and processes that take place between the members of a team are called group dynamics. Productive teams tend to develop rules of interaction that are conducive to business. Often unstated, these rules become group norms—informal standards of conduct that members share and that guide member behavior. Group dynamics are affected by several factors: the roles that team members assume, the current phase of team development, the team’s success in resolving conflict, and its success in overcoming resistance. © Prentice Hall, 2008 Business Communication Today, 9e

Assuming Team Roles Self- Oriented Group- Maintenance Task- Oriented Controlling and Diverting Withdrawing Seeking Attention Encouraging Harmonizing Compromising Initiating and Coordinating Seeking Information Setting Procedures Members of a team can play various roles, which fall into three categories. The following are self-oriented roles: Controlling or dominating others. Withdrawing from the group by becoming silent or refusing to work. Attention seeking and demanding recognition. Diverting discussions to topics of personal interest. The following are group-maintenance roles: Encouraging others with verbal and nonverbal support. Harmonizing or reconciling differences via mediation or humor. Compromising on a point in order to reach a mutually agreeable decision. The following are task-facilitating roles: Initiating a line of inquiry. Seeking or giving information relevant to the group. Coordinating relationships, clarifying issues, summarizing activity. Suggesting goal-oriented, decision-making procedures. The roles that individuals assume often depend on whether they joined the group voluntarily or involuntarily and their status in that group. Until roles and status have stabilized, a team may have trouble accomplishing its goals. © Prentice Hall, 2008 Business Communication Today, 9e

Team Evolution Orientation Conflict Brainstorming Emergence Reinforcement Whenever teams tackle a decision-making tasks, they typically pass through five phases: Orientation. Team members socialize, establish their roles, and begin to define their task or purpose. Conflict. Team members begin to discuss their positions and become more assertive in establishing their roles. If members have been carefully selected to represent a variety of viewpoints and expertise, disagreements are a natural part of this phase. Brainstorm. Team members air all the options and discuss the pros and cons fully. At the end of this phase, members begin to settle on a single solution to the problem. Emergence. Team members reach a decision. Consensus is reached when the team finds a solution that is acceptable enough for all members to support. This consensus happens only after members have had an opportunity to communicate their positions and feel that they have been listened to. Reinforcement. Group feeling is rebuilt and the solution is summarized. Members receive their assignments for carrying out the group’s decision, and they make arrangements for following up on those assignments. View these stages as a general framework for team development. Some teams may move forward and backward through several stages before they become productive, and others teams may start being productive right away, even while some or all members are in a state of conflict © Prentice Hall, 2008 Business Communication Today, 9e

Sources of Team Conflict
Scarce resources Task responsibilities Incompatible ideas Poor communication Attitudes and values Power struggles Conflicting goals Conflict is a natural part of any team experience. When handled poorly, conflict can lead to failure. However, the right approach to conflict can push a team to better performance. Conflict can arise for any number of reasons: Teams and individuals may believe they are competing for scarce or declining resources, such as money, information, or other resources. Team members may disagree about who is responsible for a specific task (usually the result of poorly defined responsibilities and job boundaries). Various members can bring ideas that are equally good but incompatible. Poor communication can lead to misunderstandings and withholding information can undermine trust. Basic differences in values, attitudes, and personalities may lead to arguments. Power struggles may result when one party questions the authority of another or when people or teams with limited authority attempt to increase their power or exert more influence. Conflict can also arise because individuals or teams are pursuing different goals. © Prentice Hall, 2008 Business Communication Today, 9e

Win-Lose or Lose-Lose Outcome Business Communication Today, 9e
Types of Team Conflict Constructive Win-Win Strategy Destructive Win-Lose or Lose-Lose Outcome Exposes Issues Diverts Energy Conflict can be both constructive and destructive. Conflict is destructive if it diverts energy from more important issues, destroys the morale of teams or individual team members, or polarizes or divides the team. Destructive conflict can lead to win-lose or lose-lose outcomes, in which one or both sides lose, to the detriment of the entire team. Conflict is constructive if it forces important issues into the open, increases involvement of team members, and generates creative solutions. In a win-win strategy, losses can be minimized for everyone. For a win-win strategy to work, everyone must believe that (1) it is possible to find a solution that both parties can accept, (2) cooperation is better for the organization than competition, (3) the other party can be trusted, and (4) greater power or status does not entitle one party to impose a solution. Boosts Involvement Destroys Morale Generates Ideas Divides the Team © Prentice Hall, 2008 Business Communication Today, 9e

Resolving Conflict Proaction Fair Play Research Communication One of the first steps to finding a win-win solution is to preserve the “you” attitude by considering the other person’s needs and searching for mutually satisfactory solutions or compromises. The following seven measures that can help team members successfully resolve conflict: Proaction. Deal with minor conflict before it becomes major conflict. Communication. Get those directly involved in the conflict to participate in resolving it. Openness. Get feelings out in the open; then deal with the main issues. Research. Seek factual reasons for the problem before seeking solutions. Flexibility. Don’t let anyone lock into a position before considering other solutions. Fair play. Don’t avoid a fair solution by hiding behind the rules. Alliance. Get parties to fight together against an “outside force” instead of against each other. Alliance Flexibility Openness © Prentice Hall, 2008 Business Communication Today, 9e

Overcoming Resistance
Express Understanding Uncover Resistance Evaluate Objections Withhold Arguments Part of dealing with conflict is learning how to persuade other people to accept your point of view. In a business situation, reason usually prevails. However, you sometimes encounter people who react emotionally. When you face irrational resistance, try to remain calm and detached so that you can avoid destructive confrontations and present your position in a convincing manner. Express understanding. Most people are ashamed of reacting emotionally in business situations. Help the other person relax and talk about his or her anxiety so that you have a chance to offer reassurance. Make people aware of their resistance. When people are noncommittal and silent, they may be tuning you out without even knowing why. Continuing with your argument is futile. Deal directly with the resistance, without being accusing. Evaluate others’ objections fairly. Focus on what the person is expressing, both the words and the feelings. Get the person to open up so that you can understand the basis for the resistance. Hold your arguments until the other person is ready for them. Getting your point across depends as much on the other person’s frame of mind as it does on your arguments. You can’t assume that a strong argument will speak for itself. Address the other person’s emotional needs first. © Prentice Hall, 2008 Business Communication Today, 9e

Etiquette in Team Settings
In the Workplace In Social Settings Etiquette is particularly important in team settings because the ability to get along with teammates is vital to everyone’s success. Nobody wants to spend weeks or months working with someone who is rude to colleagues or an embarrassment to the company. Here are some key etiquette points to remember when you’re in the workplace and out in public. None of the following material is unique to team settings, of course; it’s good advice for all your business efforts. © Prentice Hall, 2008 Business Communication Today, 9e

Etiquette in the Workplace
First Impressions Personal Appearance A Genuine Smile Telephone Skills The impression you make on others and your ability to help others feel comfortable—will be major contributors to your career success. Your personal appearance often has considerable impact on your career success. Pay attention to the style of dress where you work and adjust your style to match. If you’re not sure, dress moderately and simply—earn a reputation for what you can do, not for what you can wear. In addition to your clothing, grooming affects the impression you give others in the workplace. Pay close attention to cleanliness and avoid using products with powerful scents. Some companies have specific policies regarding hairstyles, which you may be expected to follow. Something as simple as your smile also affects the way people do business with you. When you smile, do so genuinely. A fake smile is obvious. Phone skills will have a definite impact on your career success. Because phone calls lack the visual richness of face-to-face conversations, you have to rely on your attitude and tone of voice to convey confidence and professionalism. If you’re accustomed to using your cell phone anywhere and everywhere, get ready to change your habits; many companies are putting restrictions on their use. © Prentice Hall, 2008 Business Communication Today, 9e

Etiquette in Social Settings
First Impressions Personal Introductions From business lunches to industry conferences, you represent your company when you're out in public, so make sure your appearance and actions are appropriate to the situation. First impressions last a long time, so get to know the customs of the culture when you meet new people. When introducing yourself, include a brief description of your role in the company. When introducing two other people, speak both their first and last names clearly, and then try to offer some information (perhaps a shared professional interest) to help these two people ease into a conversation. Business is often conducted over meals, and knowing the basics of dining etiquette will make you more effective in these situations. Choose foods that are easy to eat; you don't want to wrestle with a lobster while trying to carry on a conversation. Leave business papers under your chair until entrée plates have been removed. Misuse of mobile phones in restaurants and other public places is a common etiquette blunder. When you use your cell phone in public, you send the message that people around you aren't as important as your call and that you don't respect your caller's privacy. Business meals are a forum for business, period. Don't get on your soapbox about politics, religion, or any other topic likely to stir up emotions. Some light chatter and questions about personal interests is fine, but don't get too personal. Don't complain about work, avoid profanity, and be careful with humor. Dining Etiquette Misuse of Mobile Phones Inappropriate Topics © Prentice Hall, 2008 Business Communication Today, 9e

Productive Meetings Preparation Efficiency Meetings are a primary communication venue for today's businesses, whether they take place in formal conference rooms or on the Internet in virtual meetings. Well-run meetings can help you solve problems, develop ideas, and identify opportunities. Much of your workplace communication will take occur in small-group meetings; therefore, your ability to contribute to the company and to be recognized for those contributions will depend on your meeting participation skills. Unfortunately, many meetings are unproductive. The three most frequently reported problems with meetings are getting off the subject, not having an agenda, and running too long. You’ll help your company make better use of meetings by preparing carefully, conducting meetings efficiently, and using meeting technologies wisely. Technology © Prentice Hall, 2008 Business Communication Today, 9e

Purpose Participants Preparing for Meetings The key to productive meetings is careful planning of purpose, participants, location, and agenda. Most meetings have either an informational or a decision-making purpose. Informational meetings allow participants to share information and perhaps coordinate action. Decision-making meetings involve persuasion, analysis, and problem solving. Try to invite only participants whose presence is essential. The more people who attend, the more comments and confusion you’re likely to get, and the longer the whole thing will take. But even as you try to limit participation, be sure to include key decision makers and those who can contribute. Holding a meeting is pointless if the people with necessary information aren’t there. Decide on the time when you’ll hold the meeting, and reserve the facility. For work sessions, morning meetings are usually more productive than afternoon sessions. Also, consider the seating arrangements. Are rows of chairs suitable, or do you need a conference table? Plus, give some attention to details such as room temperature, lighting, ventilation, acoustics, and refreshments. You might also consider calling a meeting in cyberspace. The success of any meeting depends on the preparation of the participants. An agenda will aid this process by putting the meeting plan into a permanent, written form. Distribute the agenda to participants several days before the meeting so that they will know what to expect and can come prepared. Time and Place Agenda © Prentice Hall, 2008 Business Communication Today, 9e

Leading and Participating
Stay on track Follow the rules Promote participation Participate actively Close effectively Everyone in a meeting shares the responsibility for keeping the meeting productive and making it successful. If you're the designated leader of a meeting, however, you have an extra degree of responsibility and accountability. To ensure productive meetings, be sure to do the following: Keep the meeting on track. The leader is responsible for keeping the meeting moving along and pacing the presentation and discussion according to the agenda. However, the leader must allow enough time for all the main ideas to be heard, and give people a chance to raise related issues. Follow agreed-upon rules. One way a leader can improve the productivity of a meeting is by using parliamentary procedure, a time-tested method for planning and running effective meetings. The basic principles of parliamentary procedure can help teams to transact business efficiently, protect individual rights, maintain order, preserve a spirit of harmony, and accomplish team and organizational goals. Encourage participation. Some participants are too quiet and others are too talkative. The best meetings are those in which everyone participates, so a leader must not let one or two people dominate the meeting while others doodle on their notepads. Participate actively. If you’re a meeting participant, try to contribute to both the subject of the meeting and the smooth interaction of the participants. Speak up if you have something useful to say, but don’t monopolize the discussion. Close effectively. At the end of the meeting, the leader should summarize the discussion or list the actions to be taken and specify who will take them and when. Wrapping things up ensures that all participants agree on the outcome and gives people a chance to clear up any misunderstandings. © Prentice Hall, 2008 Business Communication Today, 9e

Meeting Technologies Virtual Teams Groupware Virtual Meetings In recent years, the high cost of travel, loss of valuable work time, increased security concerns, and growing reliance on global workforces and partnerships have all stimulated a number of advances in meeting technologies. These technologies have spurred the emergence of virtual teams, whose members work in different locations and interact electronically through virtual meetings. Electronic meeting tools are evolving rapidly, and the lines separating these tools have become blurred. For example, instant messaging and videoconferencing are both stand-alone capabilities; both are also common features in groupware, an umbrella term for systems that let people communicate, share files, present materials, and work on documents simultaneously. Shared workspaces are “virtual offices” that give everyone on a team access to the same set of resources and information: databases, calendars, project plans, pertinent IM and exchanges, shared reference materials, and team-created documents. Videoconferencing combines audio communication with live video, letting team members see each other, demonstrate products, and transmit other visual information. The most sophisticated web-based meeting systems combine the best of IM, shared workspaces, and videoconferencing with other tools such as virtual whiteboards that let teams collaborate in real time. Attendees can log on from a desktop or laptop PC, a PDA, or even a web-enabled cell phone from almost anywhere in the world. Shared Workspace Web-Based Meetings Videoconferencing © Prentice Hall, 2008 Business Communication Today, 9e

Improving Listening Skills
Strengthen relationships Speed product delivery Highlight opportunities Support diversity Promote trust Enhance performance The success of meetings and teams, of individuals and companies, depends on effective listening. The importance of listening is self-evident: if a receiver won't or can't listen, the speaker's message simply won't get through. Some 80 percent of top executives say that listening is the most important skill needed to get things done in the workplace. Effective listening strengthens organizational relationships, enhances product delivery, alerts the organization to opportunities for innovation, and allows the organization to manage growing diversity both in the workforce and in the customers it serves. Effective listening is vital to the process of building trust not only between organizations but also between individuals. Throughout your own career, effective listening will give you a competitive edge, enhancing your performance and thus the influence you have within your company. © Prentice Hall, 2008 Business Communication Today, 9e

Types of Listening Content Critical Empathetic Active The types of listening differ not only in purpose but also in the amount of feedback or interaction that occurs. You can improve relationships and productivity by matching your listening style to the speaker’s purpose. The goal of content listening is to understand and retain the speaker’s message. You may ask questions, but basically information flows from the speaker to you. It doesn’t matter that you agree or disagree, approve or disapprove—only that you understand. The goal of critical listening is to understand and evaluate the meaning of the speaker’s message on several levels: the logic of the argument, the strength of the evidence, the validity of the conclusions, the implications of the message for you and your organization, the speaker’s intentions and motives, and the omission of any important or relevant points. Critical listening generally involves interaction as you try to uncover the speaker’s point of view and credibility. The goal of empathic listening is to understand the speaker’s feelings, needs, and wants so that you can appreciate his or her point of view, regardless of whether you share that perspective. By listening in an empathic way, you help the individual vent the emotions that prevent a dispassionate approach to the subject. Avoid the temptation to give advice. Try not to judge the individual’s feelings. Just let the other person talk. No matter what mode they may be using, effective listeners try to engage in active listening in the following ways: Controlling their filters and biases Hearing and understanding the speaker Asking questions to verify key points Encouraging the speaker through positive body language © Prentice Hall, 2008 Business Communication Today, 9e

The Listening Process Message 1. Receiving 2. Decoding 3. Remembering By understanding the process of listening, you begin to understand why oral messages are so often lost. Listening involves five related activities, which usually occur in sequence: Receiving: Physically hearing the message and taking note of it. Physical reception can be blocked by noise, impaired hearing, or inattention. Decoding: Assigning meaning to sounds according to your own values, beliefs, ideas, expectations, roles, needs, and personal history. The speaker’s frame of reference may be quite different from yours, so you may need to determine what the speaker really means. Remembering: Storing a message for future reference. As you listen, you retain what you hear by taking notes or by making a mental outline of the speaker’s key points. Evaluating: Applying critical thinking skills to weigh the speaker’s remarks. You separate fact from opinion and evaluate the quality of the evidence. Responding: Reacting once you’ve evaluated the speaker’s message. If you’re communicating one-on-one or in a small group, the initial response generally takes the form of verbal feedback. If you’re one of many in an audience, your initial response may take the form of applause, laughter, or silence. Later on, you may act on what you have heard. 5. Responding 4. Evaluating Feedback © Prentice Hall, 2008 Business Communication Today, 9e

Barriers to Listening Physical Reception Selective Listening Prejudgment or Defensiveness Perception Little Common Ground Memory Problems Good listeners look for ways to overcome potential barriers throughout the listening process. You are unlikely to have control over some barriers to physical reception, such as conference room acoustics, poor cell phone reception, background music, and so on. However, you can certainly control other barriers, such as interrupting speakers or creating distractions that make it hard for others to pay attention. Selective listening is one of the most common barriers to effective listening. If your mind wanders, you often stay tuned out until you hear a word or phrase that gets your attention once more. But by that time, you’re unable to recall what the speaker actually said; instead, you remember what you think the speaker probably said. A common barrier to successful interpretation is prejudgment (making up your mind before truly hearing what another person has to say) or defensive listening (protecting self esteem by tuning out anything that does not conform to your view of yourself). Similarly, selective perception leads listeners to mold a message to fit what they already believe about a given subject. Even when your intentions are the best, you can still misinterpret incoming messages if you and the speaker do not share enough language or experience. Lack of common ground is why misinterpretation is so frequent between speakers of different native languages, even when they're trying to speak the same language. One simple rule: Don’t count on your memory if the information is crucial. Record it, write it down, or capture it in some other physical way. You have to do something to make the information stick. © Prentice Hall, 2008 Business Communication Today, 9e

Nonverbal Communication
Complement Verbal Language Reveal Hidden Meanings Nonverbal communication is the interpersonal process of sending and receiving information, both intentionally and unintentionally, without using written or spoken language. Nonverbal signals play three important roles in communication. The first is complementing verbal language. Nonverbal signals can strengthen a verbal message (when nonverbal signals match words), they can weaken a verbal message (when nonverbal signals don't match words), or they can replace words entirely. The second role for nonverbal signals is revealing truth. People find it much harder to deceive with nonverbal signals. The third role for nonverbal signals is conveying information efficiently. Nonverbal signals can convey both nuance and rich amounts of information in a single instant, as the previous conference room example suggests. Convey Information Efficiently © Prentice Hall, 2008 Business Communication Today, 9e

Recognizing Nonverbal Communication
Facial Expressions Gestures and Posture Vocal Characteristics The range and variety of nonverbal signals is almost endless, but you can grasp the basics by studying six general categories: Facial Expression. Your face is the primary site for expressing your emotions; it reveals both the type and the intensity of your feelings. Gesture and Posture. By moving your body, you can express both specific and general messages, some voluntary and some involuntary. Many gestures have a specific and intentional meaning. Other types of body movement are unintentional and express a more general message. Vocal Characteristics. Your voice carries both intentional and unintentional messages. The tone and volume and your accent and speaking pace say a lot about who you are, your relationship with the audience, and the emotions underlying your words. Personal appearance. People respond to others on the basis of physical appearance. Because you see yourself as others see you, their expectations can be a self-fulfilling prophecy. Although an individual’s body type and facial features impose limitations, most people are able to control their attractiveness to some degree. Touch. Touching can convey warmth, comfort, and reassurance. Touching behavior is governed in various circumstances by relatively strict customs regarding who can touch whom and how. Touching has become controversial because it can be interpreted as sexual harassment. Time and space. These elements can be used to assert authority. Some people demonstrate their importance by making other people wait; others show respect by being on time. People can assert their status by occupying the best space. When others stand too close or too far away, we are likely to feel ill at ease. Personal Appearance Touching Behavior Time and Space © Prentice Hall, 2008 Business Communication Today, 9e

Maximizing Nonverbal Communication
Note facial expressions Watch gestures and postures Listen for vocal characteristics Recognize physical appearance Be careful with physical contact Observe use of time and space Paying attention to nonverbal cues will make you both a better speaker and a better listener. When you’re talking, be more conscious of the nonverbal cues you might be sending. Also consider the nonverbal signals you send when you're not talking—the clothes you wear, the way you sit, the way you walk. When you listen, be sure to pay attention to the speaker's nonverbal clues. In addition, follow the guidelines from this chapter’s checklist for improving nonverbal communication and understand the following: Note that facial expressions (especially eye contact) reveal the type and intensity of a speaker’s feelings. Watch for clues from gesture and posture. Listen for vocal characteristics that signal who the speaker is, the speaker’s relationship with the audience, and the emotions underlying the speaker’s words. Recognize that listeners are influenced by physical appearance. Be careful with physical contact; touch can convey positive attributes but can also be interpreted as dominance or sexual interest. Pay attention to the use of time and space. Nonverbal signals are powerful, but they aren't infallible. Just because someone doesn't look you square in the eye doesn't mean he or she is lying, contrary to popular belief. If something doesn't feel right, ask the speaker an honest and respectful question—doing so might clear everything up, or it might uncover issues you need to explore further. © Prentice Hall, 2008 Business Communication Today, 9e

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