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Communicating for Results
Effective Listening 4 Key Ideas Importance of effective listening Signs of poor listening Causes of poor listening Improving listening skills Payoffs of effective listening Copyright Cengage © 2011
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Consider this… Every time you communicate two things happen. First your behavior either contributes to or hinders the accomplishment of your task. Second, Your relationship with the other person is either strengthened or harmed. Your listening ability affects both of these dimensions. Brownell, Listening, Allyn and Bacon, 2002, p. 9 Copyright Cengage © 2011
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Engineer’s Listening Experience
Citigroup Case Study Read or describe the case study Answer the following questions: Evaluate LeMessurier’s listening skills. Which communication style in Chapter 3 fits LeMessurier? Was it ethical for LeMessurier to withhold this information from the public? Copyright Cengage © 2011
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Effective Listening in Organizations
Listening to customers Listening to employees Listening to supervisors Listening to coworkers Copyright Cengage © 2011
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Listening to Customers
Advantages include . . . Discover needed product & service changes Learn about competition Increase sales and customer satisfaction Steven Niedorf Photography/The Image Bank/Getty Images Copyright Cengage © 2011
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Listening to Employees
Advantages include . . . Increases employee satisfaction Shows support Creates open climate © Paddy Eckersley/ImageState-Pictor/PictureQuest Copyright Cengage © 2011
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When Listening to the Boss
Glatthorn & Adams suggest the following . . . Listen to know your boss Use this knowledge to guide interactions Develop expertise your boss values Be wary of giving advice © Jason Harris Copyright Cengage © 2011
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When Listening to the Boss
Glatthorn & Adams suggest the following . . . Build off supervisor’s ideas Praise appropriately Don’t criticize superiors © Jason Harris Copyright Cengage © 2011
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Listening to Coworkers
Listening helps develop strong relationships Types of listening Comprehension Therapeutic Critical © Jason Harris Copyright Cengage © 2011
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Listening to Coworkers
Global tips include . . . Focus on information gathering & sharing Use humor as morale booster Learn to tolerate ambiguity Explain ideas completely Show you are listening © Jason Harris Copyright Cengage © 2011
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Responses That Can Indicate Non-acceptance
Listener’s Response Implied Message Ordering, demanding: You must try You have to try . . . Don’t feel, act or think that way. Do it my way. Criticizing, blaming disagreeing: You aren’t thinking about this properly . . . You are wrong if you have that feeling, act or think that way, Advising, giving answers: Why don’t you Let me suggest . . . Here’s a solution so you won’t have that feeling, act or think that way. Praising, Agreeing: But you’ve done such a good job I approve of . . . Your feelings, actions, and opinions are subject to my approval Reassuring, Sympathizing: Don’t worry. . . You’ll feel better . . . You don’t need to have that feeling, act or think that way. Interpreting, diagnosing: What you need is Your problem is . . Here’s the reason you have for feeling, acting or thinking that way. Diverting, avoiding: We can discuss this later That reminds me of . . . Your feelings, actions, and opinions aren’t worthy of discussion Kidding, using sarcasm: That will be the day. . . Bring out the violins . . . You’re silly if you persist is having that feeling, acting or thinking that way. Copyright Cengage © 2011 Norma Carr-Raffino, 1985
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Signs of Poor Listening
Are you guilty of any of these signs? Learning of events too late Information must be repeated Always putting out fires Tasks given to others Increase in written communication © Jason Harris Copyright Cengage © 2011
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Habits of Poor Listening
Are you guilty of any of these habits? Calling the topic boring Criticizing the speaker’s delivery Orally or mentally interrupting to disagree Listening only for facts Takes detailed notes of everything © Jason Harris Copyright Cengage © 2011
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Bad Listening Habits (con’t)
Pretending to listen Tolerating or creating distractions Avoiding listening to difficult material Reacting emotionally by tuning out Daydreaming Copyright Cengage © 2011
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Barriers to Poor Listening
Physical Barriers Personal Barriers Physical well-being Psychological distractions Attitudinal biases Gender Barriers Semantic Barriers Copyright Cengage © 2011
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Awareness Check: Listening Skills
How are your listening skills? To check your listening effectiveness, take the following quiz. Compare your answers with those in the back of this book. You can also take this quiz and view the answers online at your Premium Website for Communicating for Results. Directions: For each of these statements about your listening skills, select one of the following: A = yes, B = sometimes, or C = no. ___1. I feel uncomfortable when listening to or responding to my supervisor. ___2. When I disagree with a person, I pretend to listen to what they are saying. ___3. I usually focus on facts when people are speaking. ___4. I have difficulty concentrating on the instructions that others give me. ___5. When speakers say something that makes me mad, I usually tune them out. ___6. I seldom seek out the opportunity to listen to new ideas. ___7. I find myself daydreaming when others seem to ramble on. ___8. I often argue mentally or aloud with what someone is saying even before he or she finishes. ___9. I find that others are always repeating things to me. ___10. When listening to speakers, I often concentrate on what they are wearing or on their mannerisms. Number of times you answered A ______ Number of times you answered B ______ Number of times you answered C ______ Copyright Cengage © 2011
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Awareness Check: Gender Barriers
How accurate are you in determining gender differences? To find out, take the following quiz and check your answers against those in the back of this book. You can also take this quiz and view the answers online at your Premium Website for Communicating for Results. Directions: For each question, write “M” if you think the answer is men; write “W” if you think it is women; write “S” if you think it is the same for both men and women. Then compare your responses with the answers and explanations drawn from the latest research (questions adapted from Rozema & Gray, 1989, and updated from current research). ___1. In office discussions, who usually talks more often? ___2. Who is better at interpreting nonverbal cues while listening? ___3. When speaking to others, who tends to attach more tag questions (such as “Don’t you agree?” and “Right?”) to statements? ___4. Who is more likely to view a conversation in a competitive rather than cooperative manner? ___5. In office discussions, who usually works harder to keep the conversation going? ___6. During a conversation, who tends to interrupt more often? ___7. While listening, who is less likely to ask questions, especially if asking will reveal a lack of knowledge? ___8. Whom do colleagues consider the better listener? Copyright Cengage © 2011
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Stages of Listening Sensing Interpreting> Copyright Cengage © 2011
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Attribution Theory Explains problems in the Interpretation Phase
Original Theorist: Fritz Heider, The Psychology of Interpersonal Relations, 1958. Definition: The process of drawing inferences or how people process information and use it to explain the behaviour of others and self. Copyright Cengage © 2011
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Attribution Theory Involves a Three-Step Process:
Perceive an action judge intent of action Attribute reason for action. Fundamental Attribution Error (Ross, 1977) Overestimate the role of the person’s character Underestimate the role that the situation has on behaviour Copyright Cengage © 2011
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Stages of Listening Sensing Interpreting Evaluating Responding Memory
Copyright Cengage © 2011
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Improving Listening Skills
Listen for facts and feelings Identify speaker’s main points Take brief notes Constantly summarize previous points Relate information to current policies & procedures Avoid prejudice IFA/eStock Photo/PictureQuest Copyright Cengage © 2011
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Payoffs of Effective Listening
Discovering values, needs expectations and goals of supervisors and co-workers Better management-employee relations Better decisions in emergencies Constantly summarize previous points Learning from others experience Copyright Cengage © 2011
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Communicating for Results
Effective Listening 4 Key Ideas Importance of effective listening Signs of poor listening Causes of poor listening Improving listening skills Payoffs of effective listening Copyright Cengage © 2011
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