The document discusses the importance of effective communication, emphasizing that it requires both clarity from the sender and understanding from the receiver. It highlights various factors affecting communication, including cultural differences, conversation styles, and the role of non-verbal cues in conveying messages. The document also provides strategies for overcoming miscommunication and enhancing cultural competency, stressing the need for active listening and empathy.

2. Think of a time
when somebody
has completely
misunderstood
what you were
trying to convey
WHA
T WENT
WRONG?

3. The Goal of This
Workshop

4. Wh
a
t is t
h
e Purp
ose o
f
C
o
m
m
u
n
i
c
a
t
io
n
?
To get your message across to others clearly and
unambiguously
I
t is only successful w
h
e
n both the sender and t
h
e
receiv
er understand the same informa
tion as a
result o
f the c
o
mmu
n
i
c
a
t
i
o
n

5. COM ICATION ROCESS
Channel
Receiver
Feedback
Context
The Communication
Process
Source
Message
Contex
t

6. C
ont
e
xt in C
o
m
m
u
n
i
c
a
t
i
o
n
Context may include the surrounding
environment or broader culture -- power
dynamics, departmental and university culture,
international cultures etc.
It can also include your frame of mind at the time
of the interaction —are you stressed, happy etc.

7. Effective communicators use the KISS ("Keep It
Simple and Straightforward") principle.
Th
ey understand tha
t less is often m
o
re, a
nd t
h
a
t
g
o
o
dc
o
m
m
u
n
i
c
a
t
i
o
n should b
e efficient a
s w
e
l
l a
s
effectiv
e.

8. Someone Should Have Told
Donald......
“There are known
knowns.
These are things we know
that
w
e k
n
o
w
.
There are kno
wn unkno
wns.
That is to say, there are
things that we know we
don't know.
But there are also unknown
unknowns. There are things
we don't know we don't
know.”
Do ald R u csfcld Unitcd States Sccro|ary of
Detense, Depanment of Defense News Briefinq. 20
02

9. Effective Communication:
Depends partly on your ability to convey
information clearly and simply, but also on your
ability to anticipate and eliminate sources of
confusion
Requires that you know your audience and are
aware of possible sources of miscommunication

10. The 7 C s of Effective
Communication
Communication should
be:
Clear
Concise
Concrete
Correct
Coherent
Complet
e

11. WHY SOM
IFFICU
TO
ES SO
YOU
MESSAGE ACROSS???

12. Conversations Styles and Dynamics Can
Differ Dramatically, Leading to
Miscommunication
One example: Direct vs Indirect
Communication

13. • Get to the
“bottom line” quickly.
• Don't have much
patience with those who
“beat around the bush”
• Frequently perceived as
being “brutally honest”
• Will look you in the eye
and if you do not return
the eye contact, will
assume that you are
hiding something or that
you are not to be “trusted”
• All about respecting
others- they value
courtesy highly
• Always seek out the
polite
response.
• Hesitant to give bad news
• Find ways to avoid directly
answering a question
• Will change the subject
• To indicate
disagreement, will say “It
will be difficult”
• Leave sentences
unfinished

14. Direct Communicators have great
diñiculty in comprehending Indirect
Communicators. Often, they miss
the messages entirely

15. To Communicate Effectively With Indirect
Communicators, Direct Communicators
Need To:
• Slow down
• Learn how to be gentler when they communicate, and to
discover the power of story telling to convey meaning
• Send written documents covering issues in advance of face to
face encounters
• Carefully spell out goals and expectations in writing ahead of
time
- avoid creating surprises
• Allo
w Indirect Communica
tors the necessary time to process
a
ndcraft their responses prior to face-to-face encounters
W h|e t e face to face, direct communicators need to
l e a p

16. Can you come up with some strategies that
Indirect Communicators could utilize when
Communicating with Direct Communicators?

17. LINEAR ;..›....
•••
Discussion is conducted in a
straight line, almost like an
outline, with the
connections among the
points stated as you move
towards an end point, which
is stated explicitly
Discussion is conducted in a
circular manner
, telling
stories and developing a
context around the main
point, which is often
unstated because the
listener will get the point
after I give them all the
information.
COe is a high reliance on
X

18. Conversation
Dynamics
American conversation resembles a tennis or volleyball
match You can either serve a new idea, or aim for the ball
another player just hit. You have to move quickly; someone
else may get there first.
In contrast, Japanese conversation is like bowling.
Everybody watches respectfully and quietly and takes turns.
You are not expected to respond to the previous statement,
but to aim at the conversation goals.

19. The same words can mean
different things to different
people. even when they talk
the "same" language because
their frames of reference differ
People interpret everything
around them through the lens
of their personal experiences

20. It s Even More Complicated When there are
Language
Barriers
A Scandinavian advertising campaign was
developed for the vacuum cleaner manufacturer,
Electrolux.
The same campaign was later used, without
modification, in the company's American
market

21. & Electrolux
”loathing sucks like Elec:trolux’

22. Cultural Differences Encompass More Than Just
Language
HELLO

23. Communication Across Cultures
Cultures provide people with ways of thinking,
seeing, hearing, and interpreting the world
Members of any culture often perceive their own
behavior as logical, since that behavior works for
them
People tend to accept the values of the culture
around
them as absolute values

24. Each Culture Has Its Own Rules About
Proper Behavior
For example:
Eye contact
Shaking hands
Personal
Space
Say what they mean overtly or talk around the
issue Displays of emotion

25. Culture Encompasses More Than Just
Race
Age — Millennial vs Gen X
Gender — Women are from Venus. Men are from
Mars
Power diñerentials — non-tenure track faculty
chair
Dis ’ability
Sexual identity
Socioeconomic
circumstance Education
level
Religion and spiritual
beliefs
Personality

26. One Size Does NOT Fit All

27. • Be aware of how past experience (both yours and
the individual you are talking to) may color the
interpretation of the message you are trying to
convey
• In other words — strive to be culturally
competent in
your interactions with other

28. Learning Objectivesof Cultural
Competency
Increase understanding of unconscious bias and
cultural programming.
Examine how our cultural programming impacts
how we engage with others.
Heighten awareness of one's own attitudes1perceptions
and feelings regarding various aspects of diversity.
Work on action steps toward enacting this learning in
your work environment.
@DrRNhapma
n

29. nderstanding Bias
Neuroscientists have
shown that the conscious
mind provides 5% or less
of our cognitive
(conscious) activity durinp
the day —and 5% they say
is for the more aware
people,
Many people operate at
just
1% consciousness.

30. How Your Brain Processes
Information
The unconscious mind operates at 40 million bits of data per
second, whereas the conscious mind processes at only 40 bits
per second
The unconscious mind is MUCH more powerful than the
conscious mind, and it is the unconscious mind that shapes
how we live our life
Stuoies have shown that most of our decisions. actions.
emotions ana behavior depend on the unconscious mind, which
means that 95
o
/ of our life comes from the programming in our
subconscious
mind

31. But......
The unconscious mind can process vastly
more information than our conscious mind
because it uses short cuts based on our
background,cultural environment and
personal experiences to make almost
instantaneous decisions about everything
around us

32. The unconscious mind is often
wrong, particularly on matters that
require rational thinking
It uses instinct not analysis when making
decisions

33. YOUR
INTENT
YOUR
UNCONSCIOUS
BIASES
ow Bias
Works
@DrRNhapman

34. Goal of Cultural Competency
To move from automatic (unconscious) mode
to intentional (conscious) mode and begin to
value differences
To do this we need to develop:
• Awareness
• Knowledge
• Skills

35. Awareness of your Own
Biases
Project Implicit was developed as a tool to understand
attitudes, stereotypes and other hidden biases that
influence perception, judgment, and action around
numerous topics from political issues, ethnic groups
and sexual orientation to sports teams, entertainers
and styles of music
Project
Implicit
https://implicit.harvard.edu/implicit/
education.html

36. Communication Across
Itures Scenario: Expectations
of Gender

37. Exercise
For private reflection:
• What kinds of people do you find it most
difficult to communicate with?
For group sharing:
• What do you suppose are the barriers to
effective communication with these people, on
your part and on theirs?
@DrRNhapma
n

38. Other Things to Consider When
Communicating
550
/o of what we communicate is based on non-
verbal behavior
38% is based on voice
inflections 7% is based on
vocabulary

39. Work on Your Body Language and Non Verbal
Cues
How NOT to use
non- verbal
behaviors to get
your message across

40. The Power of Inflection
/ know the answer [no one else does]
"I know the answer!1
’ [all that studying paid
off] "I know the answer?" [no, I don't]
"I know the answer... [but what's the
question?]"
These sentences have vastly different meanings, but the
words are the same — only your voice inflection has
changed

42. ake sure you are willing to
LISTEN as much as you are
open to SPEAK
LOS ANGELES TIMES
P’EAfilUTS› CLASSICS By Charles M. Schulz
50 tdRAT L
d
H
A
T PDFFERENCE D
J
U
E
N
Y0u MAKE PO YOU P0E5 t7 /YAKE? YOU MAKN6
C0NVG&CATDN.
THINK? NEVEA L STEH jtNYtdAY. £0›NG@ATI0N Y
OU HAVG.TO
Lj5TEN, TOO!

43. Liste
i
Listening is one of the most important skills
you can acquire
H
o
w well you listen has a major impact on
your job effectiveness, and on the quality of
your relationships with others

44. A Sobering Thought.......
W
e forget 500
a of w
h
a
t w
e hear immedia
tely
W
e forget 75O
é of w
h
a
t w
e hear wi
t
hi
n t
w
o m
o
n
t
h
s
Of the 25% we do remember, only 60% is correct,
plus we add things that were never said in the first
place

45. Active Liste
i
Hearing What People are Actually

46. Active Listening Exercise

47. Instructions
Draw a triangle on top of a circle inside a rectangle.
Below and to the left of the circle draw a square and
divide the square into two parts. Draw a diamond
above the rectangle and divide it into four. Shade in
two of the four sections. To the right of the square
draw two circles.

48. Becoming an Active Listener
There are five key elements of active
listening
Incorporating these elements into your
communication tool kit will help to ensure
that you hear the other person, and that
the other person knows you are hearing
what they say

49. Key Elements to Active Listening
Pay Attention
Show that you are
Listening
Provide Feedback
Defer Judgment
Respond
Appropriately

50. Pay
Attention
Give the speaker your undivided attention, and
acknowledge the message
Look at the speaker
directly. Put aside
distracting thoughts.
Don't mentally prepare a
rebuttal!
Avoid being distracted by environmental factors e.g.
side conversations
Recognize that non-verbal communication also
"speaks" loudly
"Listen" to the speaker's body language

51. Selective Attention: Be Aware
The world deluges us with sensory information
every second. Our mind produces interpretations
and models and perceptions a mile a minute
To survive, we have to select what information we
attend to and what we remember

52. Vide
o

53. 2. Show That You're
Listening
Use your own body language and gestures to
convey your attention.
Nod occasionally.
Smile and use other facial expressions.
Note your posture and make sure it is open
and inviting.
Encourage the speaker to continue with small
verbal comments like yes, and uh huh.

54. Be Cognizantof Non-Verbal
Cues
Be consistent with your verbal cues and your body
language. Do not say one thing and express
something else through your body language.
If someone seems to be sending a double
message - by saying one thing and expressing
something else in their body language - ask for
clarification.

55. 3. Provide
Feedback
Our personal filters, assumptions, judgments, and
beliefs can distort what we hear. As a listener. your
role is to understand what is being said. This may
require you to reflect what is being said and ask
questions
Reflect what has been said by paraphrasing.
"What I'm hearing is," and "Sounds like you are
saying"
A
s
k questions t
o clarify certain points. "Wha
t do you
m
e
a
nwh
e
n y
ou say
." "Is this wh
a
t y
ou mean?"
Summarize the speaker's comments periodically

56. 4. Defer
Judgment
Interrupting is a waste of
time
It frustrates the speaker
and limits full
understanding of the
message
Allow the speaker to finish
each
point before asking
questions.
Don't interrupt with counter
arguments.
intë
«on

57. 5. Respond
Appropriately
• Active listening is a model for
respect and understanding.
• You are gaining information and
perspective.
• You add nothing by attacking the
speaker or otherwise putting him or her
down.
• Be candid, open, and honest in your
response.
• Assert your opinions respectfully.
• Treat the other person in a way that you

58. Repeat The Previous Exercise Using Active
Listening Skills
Remember:
Ask questions
Make no
assumptions

59. This is What We Were Looking For....

60. Channels in Communication

61. Communication Channels can include:
Verbal, including face-to-face meetings, telephone
and videoconferencing
Written, including letters, emails, memos, and
reports
Different channels have different strengths
and weaknesses
Choose your channel for communication
wisely

62. Choose Your Channel Wisely!!!
Example:
How it can go south very, very
quickly

63. Let's W
atch a
Video

65. The Power of Empathy In Mitigating
Miscommunication
“I know exactly how you
feel."

66. Put aside your viewpoint, and try to see things from the other person's
point of view
When you do this. you'll realize that other peOple mOst lixely aren't being
evil, unkind, stubborn. or unreasonable — they're probably just reacting to
the situation with the knowledge they nave.
Validate the other person's perspective
Once you 'see" why others believe what they believe, acknowledge it.
Remember: acknowledgement dOes not always equal agreement You
can accept that people have different opinions from your own. and tnat
they may have good reason to hold those opinions.
Examine your attitude
Are you more concerned with getting your way, winning, or being right? Or,
is your priority O find a SolutiOn, build relationships. and accept others?
Without an open mind and attitude, you prObably won't have enough room
for empathy.

67. Using Empathy
Effectively
Listen
listen with your ears — what is being said, and what tone is being
used?
• Listen with yOu r eyes — what is the person doing with nis or ner bOdy
while
speaking*
• Listen with your instincts — do you sense that tne person is
not communicating something important? What do you think the
other person feels?
Ask what the other person would do
It's fine if you ass what the other person wants: you don't earn any "bonus
points" for figuring it out on your own.