2. WHY IS EFFECTIVE
COMMUNICATION
IMPORTANT?
“The art of communication
is the language of
leadership”
David Hume - philosopher, historian, economist, and essayist
Washington State University. (2006). Supervisory Training: The supervisor as communicator. Pullman, WA.
3. COMMUNICATION
DEFINED
The process of sharing an idea with someone in a fashion that
generates understanding.
Sender Receiver
Message
(Frame of reference, rules,
noise)
Transmission
Feedback
Washington State University. (2006). Supervisory Training: The supervisor as communicator. Pullman, WA.
4. COMMUNICATION
BREAKDOWN
The most common factors causing a breakdown
in communication are frame of reference issues
and activity centered communication
Washington State University. (2006). Supervisory Training: The supervisor as communicator. Pullman, WA.
5. FRAME OF REFERENCE
“the cognitive and emotional viewpoint from
which an individual perceives and interprets
reality”
Common issues are
Cultural, Personal, & Situational
Washington State University. (2006). Supervisory Training: The supervisor as communicator. Pullman, WA.
6. FOCUS ON “OUTCOME”
Supervisors should ask the following
questions:
• What is my desired outcome with this communication?
• What is it I want employees to think, feel, and do after receiving this
message?
Give & Get Feedback!
Washington State University. (2006). Supervisory Training: The supervisor as communicator. Pullman, WA.
7. THREE CRITICAL
COMPONENTS OF
EFFECTIVE
COMMUNICATION
•A clearly stated message
•A common frame of reference
•A two-way exchange
Washington State University. (2006). Supervisory Training: The supervisor as communicator. Pullman, WA.
8. KEYS TO EFFECTIVE
COMMUNICATION
• Build trust
• Share knowledge
• Provide feedback
• Walk the talk
• “Sync” your communication types
• Active Listening
Washington State University. (2006). Supervisory Training: The supervisor as communicator. Pullman, WA.
10. WHAT IS A CRUCIAL
CONVERSATION?
A crucial conversation is defined as “a
discussion between two or more people
where
1) stakes are high
2) opinions vary
3) and emotions run strong.”
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New
York, NY: McGraw-Hill
11. HOW DO WE TYPICALLY
HANDLE CRUCIAL
CONVERSATIONS?
•We avoid them.
•We face them and handle them poorly.
•We face them and handle them well.
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New
York, NY: McGraw-Hill
12. CRUCIAL
CONVERSATIONS
PROCESS
•Start with the heart
•Learn to look
•Make it safe
•Master your stories
•State YOUR path
•Explore other’s paths
•Move to actions
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New York,
NY: McGraw-Hill
13. START WITH THE HEART
•Work on “me” first
•Focus on what you really want
•Refuse the Sucker’s Choice
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New York,
NY: McGraw-Hill
14. LEARN TO LOOK
• Learn to look at content and conditions
• Look for when things become crucial
• Learn to watch for safety problems
• Look to see if others are moving toward silence or
violence
• Look for outbreaks of your Style Under Stress
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New
York, NY: McGraw-Hill
15. MAKE IT SAFE
1. Step out – remove yourself physically and emotionally
2. Decide which condition of safety is at risk
• Mutual Respect or Mutual Purpose
Mutual Respect
• Apologize when appropriate
• Contrast to fix misunderstanding
• Address others’ concerns that you don’t respect them or that you have malicious
purpose (the don’t part)
• Confirm your respect or clarifies your real purpose (the do part)
•Then you can move forward with your conversation
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New York,
NY: McGraw-Hill
16. MUTUAL PURPOSE -
CRIB
Commit to seek Mutual Purpose
Recognize the purpose behind the strategy
Invent a Mutual Purpose
Brainstorm new strategies
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are
high. New York, NY: McGraw-Hill
17. MASTER YOUR OWN
STORIES
What story are you telling to yourself?
How can you be aware of your own bias?
Are strong emotions keeping you from getting to the real
issue?
Retrace your path (notice your behavior, identify your actual
feelings, analyze your narrative, check your own facts)
Tell the rest of the story (go back to the heart, look at what
you really want, and examine your own role in the problem)
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New
York, NY: McGraw-Hill
18. STATE YOUR PATH
• Share your facts
• Tell your story
• Ask for other’s paths
• Talk tentatively
• Encourage testing
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New York,
NY: McGraw-Hill
19. EXPLORE OTHER’S
PATHS
Listening when others are having difficulty
communicating.
•Ask
•Mirror
•Paraphrase
•Prime
•Agree
•Build
•Compare
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New
York, NY: McGraw-Hill
20. MOVE TO ACTION
Making decisions and planning for results
Decide how to decide
• Command – decisions made by one person
• Consult – input gathered, but a subset or supervisor decides
• Vote - Agreed upon percentage makes a decision
• Consensus – everyone must agree and support final decision
Finish clearly
who, what and by when
set follow-ups
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial Conversations: Tools for talking when stakes are high. New
York, NY: McGraw-Hill
21. PRACTICE
Get together with you accountability partner and practice a
“crucial conversation.” Have your partner act as the other
person you need to have a difficult conversation with. Use the
principles we’ve learned today to guide your conversation.
OR
Discuss a crucial conversation you have had before and talk
about what didn’t work, how would you apply the principles
we’ve discussed to improve that conversation this time
around?
22. Vital Smarts. (2013). Crucial Conversations Model. Retrieved from
http://www.vitalsmarts.com/crucialconversations/
For communication to be effective….there must be overlapping frames of reference on the part of the sender and receiver.
Supervisors need to focus on “what” they communicate and less on “how” they intend to communicate.Feedback is critical to ensuring understandingTake 5 minutes to write down some positive feedback for one or a few of your staff members. How do you give positive feed back in your area? Take these back with you and take time to
Ensure verbal and non-verbal communication is in “sync”Effective listening is critical to effective communication
Transition by talking about how this information just covered is about communication in the every day life of a supervisor. However, there are many times when communication becomes stressful. How do you handle situations that require “crucial conversations”? Pass out assessment of style under stress.