1. Communicating for Results 9e 1 Key Ideas Defining Communication A Basic Communication Mode Communication Ethics The Communication Process: An Introduction 1 Copyright Cengage © 2011

2. Consider this... Jablin & Sias, Communication Competence. In Jablin & Putnam, The New Handbook of Organizational Communication, Sage, 2001, p. 845. Those who are considered competent communicators will be Capable of sharing information and opinions, managing conflict, information and opinions, managing conflict, Involving others in decision making, tolerating disagreement, and in general, will be highly skilled in face-to-face communication. skilled in face-to-face communication. 2Copyright Cengage © 2011

3. Case Study: Facebook Falters  Read or describe the case study  Answer the following questions:  Where in the basic model did this communication error occur?  How could this error have been prevented? 3Copyright Cengage © 2011

4. Communication Model 4 Stimulus; Motivation Internal Noise Internal Noise Internal Noise Encoding Decoding Environment Frame of Reference (Code; Channel) (Feedback) (Code; Channel) Copyright Cengage © 2011 Decoding Encoding

5. Communication Model 5 Person A / Person B Copyright Cengage © 2011 Person A Person B

6. Communication Model 6 Motivation Copyright Cengage © 2011 Stimulus; Motivation

7. Communication Model 7 Encoding Copyright Cengage © 2011 Encoding Stimulus; Motivation

8. Communication Model 8 Decoding Copyright Cengage © 2011 Encoding Stimulus; Motivation Decoding

9. Communication Model 9 Decoding Copyright Cengage © 2011 Encoding Stimulus; Motivation Decoding Frame of Reference

10. Frame of Reference: Frame of Reference:  No identical frames of reference  Communication fallacy  Moving up and down messages become:  Leveled  Condensed  Assimilated  Embellished Michael Newman/PHOTOEDIT 10Copyright Cengage © 2011

11. Differences in Cultural Values (Fig. 1.2) AmericansJapaneseArabs 11 1.Freedom1. Belonging1. Family Security 2. Independence2. Group Harmony2. Family Harmony 3. Self-Reliance3. Collectiveness3. Parental Guidance 4. Equality4. Age/Seniority4. Age 5. Individualism5. Group Consciousness5. Authority 6. Competition6. Cooperation6. Compromise 7. Efficiency7. Quality7. Devotion 8. Time8. Patience 9. Directness9. Indirectness 10. Openness10. Go-between10. Hospitality Copyright Cengage © 2011

12. Communication Breakdown  Created by value differences  Value differences result in different Frames of Reference  Different Frames of Reference affect encoding and decoding > 12Copyright Cengage © 2011

13. Communication Breakdown  Remember the message that counts is the one that is received  Check message reception through paraphrase 13Copyright Cengage © 2011

14. Downward Communication 14 Through the five levels of management... MESSAGEAMOUNT RECEIVED Written by the board of directors Received by the vice president Received by the general supervisor Received by the plant manager Received by the general foreman Received by the worker 100% 63% 56% 40% 30% 20% Copyright Cengage © 2011

15. Communication Model 15 Decoding Copyright Cengage © 2011 Encoding Stimulus; Motivation Decoding Frame of Reference

16. Communication Model 16 Stimulus; Motivation Environment Frame of Reference Code Codes Copyright Cengage © 2011 Encoding Decoding Encoding Decoding

17. Communication Code  Language (verbal) – spoken or written words  Paralanguage (vocal) – tone, pitch, volume  Nonverbal (visual) eye contact, facial expressions, posture 17 Vocal and Visual Code 69% Verbal Code 31% Copyright Cengage © 2011

18. Communication Model 18 Stimulus; Motivation Environment Frame of Reference Code; Channel Channel Copyright Cengage © 2011 Encoding Decoding Encoding Decoding

19. Channel Selection  Not all channels have the same capacity  The amount of information a channel can convey is called Channel Richness  Factors to consider when choosing a channel  Importance of the message  Needs and abilities of receiver  Feedback requirements  Need for permanent record  Cost  Formality desired 19Copyright Cengage © 2011

20. Choosing the Best Channel (Table 1.2) Use Face-to-FaceSend Written MessageSend Electronic Message Immediate feedback neededImmediate feedback not needed Immediate feedback not needed, but speed important Permanent record not neededPermanent, verifiable record needed Permanent record not needed Topic emotional, confusing, or complex; discussion required Exact wording important; careful planning required Message explicit, little interpretation needed, transferred quickly Message important and new, and/or group cohesion needed Follow-up face-to-face meeting needed Information used to support or expand face-to-face meeting Confidence and trust need developing Content more important than feelings Speed, cost, or convenience crucial Convenient and economical to assemble audience Audience large and geographically dispersed Audience large and geographically dispersed but speedy back-and-forth messages important 20Copyright Cengage © 2011

21. Email/Blog Channel: Adding Emotion  IMHOIn my humble opinion  LOLLaughing out loud  :-) or :)Happy  :( or :-(Sad  :-0Yelling or shocked  BTWBy the way  Grin  ROFLRolling on floor laughing  :-lFrowning  :-@Screaming 21Copyright Cengage © 2011

22. Communication Model 22 Stimulus; Motivation Frame of Reference (Code; Channel) (Feedback) (Code; Channel) Feedback Copyright Cengage © 2011 Encoding Decoding Encoding Decoding

23. Advantages of Feedback  Improves accuracy and productivity  Increases employee job satisfaction  Less role conflict and ambiguity  Lower stress, absenteeism and turnover 23Copyright Cengage © 2011

24. Disadvantages of Feedback  Can cause people to feel under attack  It is time-consuming to give and receive  It is difficult to elicit  Negative past experiences at giving and receiving feedback 24Copyright Cengage © 2011

25.  Tell people you want feedback  Identify the areas in which you want feedback  Set aside regular time for feedback sessions  Select proper channel  Use silence to encourage feedback Continued> Michael Newman/PHOTOEDIT Receiving Feedback From Others 25Copyright Cengage © 2011

26.  Watch for non-verbal responses  Ask questions  Paraphrase  Use statements that encourage feedback  Reward feedback  Follow-up Continued> Michael Newman/PHOTOEDIT Receiving Feedback From Others (cont.) 26Copyright Cengage © 2011

27. Giving Feedback to Others Giving Feedback to Others  Direct toward behavior not the person  Descriptive rather than evaluative language  Sharing ideas not giving advice  Share only essential information  Immediate and well-timed  Allow for face-saving © Jason Harris 27Copyright Cengage © 2011

28. Communication Model: 28 Stimulus; Motivation Environment Frame of Reference (Code; Channel) (Feedback) (Code; Channel) Environment Copyright Cengage © 2011 Encoding Decoding Encoding Decoding

29. Elements of the Environment  Time  Location (physical environment)  The room  The setting in the room  Noise level in the room  Social environment (Climate)  Relationships with people present  Prevailing attitudes of the people present 29Copyright Cengage © 2011

30. Communication Model 30 Stimulus; Motivation Internal Noise Internal Noise Internal Noise Environment Frame of Reference (Code; Channel) (Feedback) (Code; Channel) Noise (Internal/External) Copyright Cengage © 2011 Encoding Decoding Encoding Decoding

31. Types of External Noise  Speaker’s poor grammar  Phones ringing  Papers being shuffled  People talking 31Copyright Cengage © 2011

32. Types of Internal Noise  Physical illness  Lack of knowledge on the topic  Lack of sleep  Preoccupation with other problems 32Copyright Cengage © 2011

33. Communicator Quiz Directions: For each of these statements about your communication, select one of the following answers: (A) Usually, (B) Sometimes, or (C) rarely. 1.Do you knowingly stimulate and motivate the receiver of the message? 2.Do you try to encode ideas so they will fit into the frame of reference of the receiver? 3.Do you try to decode messages using the sender’s frame of reference? 4.Do you try to send each message by the nonverbal, paralanguage, and language codes? 5.Do you try to improve your communication successes by controlling the environment? 6.Do you let the importance of the message and the ability of the receiver determine the channel you select? 7.Do you realize that 100 percent communication is unlikely and therefore plan for ways to avoid possible misunderstandings? 8.When you communicate, do you remember that the only message that counts is the one received? 9.Do you avoid becoming defensive and placing blame when communication breakdown occurs? 10.Do you view feedback as absolutely necessary for successful communication, and therefore both give and receive feedback on a regular basis? 33 Check answers at back of book Copyright Cengage © 2011

34. Ethics Defined Ethics…are the standards by which behaviors are evaluated for their morality; their rightness or wrongness. When applied to human communication, ethics are the moral principles that guide our judgments about the goof and bad, right and wrong, of communication. Ethics…are the standards by which behaviors are evaluated for their morality; their rightness or wrongness. When applied to human communication, ethics are the moral principles that guide our judgments about the goof and bad, right and wrong, of communication. (Shockley-Zalabak, 2008) 34 Jeff Skilling (Former Enron CEO) Kenneth Lay (Former Enron Chairman) Copyright Cengage © 2011

35. The Public’s View of Ethical Standards 35 Table 1.3 Percentage of people as rating each profession as having “High” or “Very High” ethical standards Profession2002200320042005200620072008 Nurses 79837982847984 Druggists, pharmacists 67 7267736770 High School Teachers 64—— ——65 Medical doctors 63686765696364 Clergy 5256 54585356 Police officers 59 6061545356 Funeral Directors 39——44——47 Accountants 35——39——38 Journalists 2625—2826—25 Bankers 36353641373523 Building Contractors 20—— ——22 Lawyers 181618 1518 Real estate agents 19——20——17 Labor Union Leaders 14——16—— Business executives 17182016181412 Stockbrokers 1215—1617—12 Congresspersons 17 2014 Advertising practitioners 9121011 Car salespeople 67987 Telemarkarketers Copyright Cengage © 2011

36. Four Ethical Rules  The utilitarian rule – greatest good for the greatest number of people  The moral rights rule – protecting fundamental inalienable rights  The justice rule – equal treatment  The practical rule – the typical person will find them acceptable 36Copyright Cengage © 2011

37. TI Ethics Quiz  Is the action legal ?  Does it comply with our values ?  If you do it, will you feel bad ?  How will it look in the newspaper ? > 37Copyright Cengage © 2011

38. TI Ethics Quiz  If you know it’s wrong don’t do it.  If you’re not sure, ask.  Keep asking until you get an answer. 38Copyright Cengage © 2011

39. Ethical Traps  The trap of necessity  The trap of relative filth  The trap of rationalization  The trap of self-deception  The trap of end justifying the means Copyright Cengage © 201139

40. Communicating for Results 9e 1 Key Ideas Defining Communication A Basic Communication Mode Communication Ethics The Communication Process: An Introduction 40 Copyright Cengage © 2011