1. An overview of interpersonal communications
“Get out of my office!!!”
An overview of interpersonal communications

2. Interpersonal communications
Let’s start with taking the IC skills inventory and analyze our own interpersonal skills.

3. Results & Analysis Section 1: Sending Clear Messages
Section 2: Total Listening
Section 3: Giving & Getting Feedback
Section 4: Handling Emotional Interactions

4. Results & Analysis A. Scores 1 to 15: needs improvement
B. Scores 16 to 21: needs more consistent attention
C. Scores 22 to 30: strength or potential strength

5. What did you think of your results?
Were they accurate?

6. Views of IC & Definitions
Quantitative View defines interpersonal communication as interaction between two people, usually face-to-face.

7. Views of IC & Definitions
Qualitative viewpoint defines interpersonal communications as when people treat one another as unique individuals, regardless of the context in which the interaction occurs or the number of people involved.

8. Views of IC & Definitions
The qualitative viewpoint defines IC with two features:
A. Uniqueness
B. Social roles

9. Views of IC & Definitions
Example – you might joke with one person and laugh as you insult them and the other person you probably would not laugh at them as you might hurt their feelings (uniqueness & social roles).

10. Views of IC & Definitions
As a manger or leader of a company, would you choose one view over the other and why?

11. The Process of Communication
Let’s play the good ole game of telephone and see what message appears at the end 

12. The Process of Communication
Let’s review the process of a linear perception of communication.
Sender creates message
Words encodes the message
Message transmission
Message goes through a channel
Receiver obtains the message

13. Wouldn’t it be nice if communication was that easy
Wouldn’t it be nice if communication was that easy? Do you think as being a manager, would it be easy to communicate with the linear communication model?

14. Doesn’t it seem most communication is chaotic????

15. Transactional Model
In our busy overpopulated with gadgets, tools, noise, and multiple communication channels we obtain the Transactional Model of Communication.

17. The Process of Communication
Now, let’s integrate the transactional model of communication as we play telephone again.

18. Recap of the Models
With the information presented thus far, how do you think from your point-of-view, communication in the workplace could be improved?

19. Interpersonal Communication Stats
“74 percent of employees are disconnected and feel that they’re missing out on company information and news.”

20. Interpersonal Communication Stats
“ communication - more than half of the global workforce does not have a corporate address and cannot be easily reached by . Also, as people are sending and receiving 122 business s per day on average, it’s become difficult for important company news and communication to cut through the noise.”

21. Interpersonal Communication Stats
Interesting that the previous statistic mentioned “cutting through noise” part of the transactional model.

22. Interpersonal Communication Stats
“...over 75 million working Americans are hourly-wage workers, performing desk-less work...”

23. Interpersonal Communication Stats
“...97 percent of people 18 to 34, and 94 percent of people 35 to 49 had access to smartphones...”

24. Interpersonal Communication Stats
Statistic Source:

25. Interpersonal Communication Stats
If a large part of your employees are “desk-less” then how do you communicate to them? Are you using technology?

26. When We Communicate
In my experiences, it seems when we communicate as HR managers it is due to one of the following:
A. Conflict
B. Conflict
C. Conflict...oh also open enrollment 

27. The Impact of Language
The language that we use will impact our abilities to communicate.

28. Language of Responsibility
“It” Statements
Replaces “it” with the personal pronoun I.
Using it statements avoid responsibility for message ownership

29. Language of Responsibility
Have you heard or said this before...
It bothers me when you’re late.
It’s a boring class.

30. Language of Responsibility
Do you think using “it” statements will help us as managers communicate a message?

31. Language of Responsibility
“But” statements
Confusing
Cancels the thought that precedes it

32. Language of Responsibility
What about this statement?
“You’ve done good work for us, but we’re going to have to let you go.”

33. Language of Responsibility
“I” and “You” Language
I language accepts responsibility.
You language expresses judgement of the other person.

34. Language of Responsibility
How do you feel when you hear...
You didn’t keep your promise!
Don’t be so critical!
Your desk is a mess!

35. Language of Responsibility
“We” language implies the issue is the concern and responsibility of both the speaker and receiver of the message.

36. Communication Strategies
The next few slides will define strategies that will help us communicate change to employees.

37. Communication Strategies
1. Spray & Pray
Executives shower employees with a lot of information, hoping that employees will be able to sort out the significant from insignificant data.

38. Communication Strategies
2. Tell and Sell
Executives communicate a more limited set of messages, first telling employees about the key issues, then selling them on the change.

39. Communication Strategies
3. Underscore & Explore
Executives focus on developing a few core messages clearly linked to organizational success, while actively listening for potential misunderstandings and unrecognized obstacles of the change.

40. Communication Strategies
Identify & Reply
Executives identify key employee concerns and then reply to them concerning the change.

41. Communication Strategies
Withhold & Uphold
Executives withhold information until necessary. Secrecy and control are the implicit values of this strategy to communicate change.