2. Communication
Communication - the evoking of a shared or
common meaning in another person
Interpersonal Communication -
communication between two or more
people in an organization
Communicator - the person originating the
message
Receiver - the person receiving a message
3. Communication
Message - the thoughts and feelings that
the communicator is attempting to elicit
in the receiver
Feedback Loop - the pathway that
completes two-way communication
Language - the words, their pronunciation,
and the methods of combining them used
& understood by a group of people
4. Communication
Data - uninterpreted and unanalyzed facts
Information - data that have been
interpreted, analyzed, & and have meaning
to some user
Richness - the ability of a medium or channel
to elicit or evoke meaning in the receiver
6. Reflective Listening
Reflective Listening - the skill of listening
carefully to another person and repeating
back to the speaker the heard message to
correct any inaccuracies or
misunderstandings
This complex
process needs to
be divided to be
understood
What I heard you say
was we will
understand the
process better if we
break it into steps
7. Reflective Listening
• Emphasizes receiver’s role
• Helps the receiver & communicator
clearly & fully understand the message
sent
• Useful in problem solving
8. Reflective Listening
Reflective listening emphasizes
• the personal elements of the communication
process
• the feelings communicated in the message
• responding to the communicator, not leading
the communicator
• the role or receiver or audience
• understanding people by reducing perceptual
distortions and interpersonal barriers
9. Reflective Listening:
4 Levels of Verbal Response
Affirm contact
Paraphrase the expressed
Clarify the implicit
Reflect “core” feelings
10. One-way vs. Two-way
Communications
One-Way
Communication - a
person sends a message
to another person and no
questions, feedback, or
interaction follow
Good for giving
simple directions
Fast but often less
accurate than 2-way
communication
Two-Way
Communication - the
communicator & receiver
interact
Good for problem
solving
11. Five Keys to Effective Supervisory
Communication
• Expressive speaking
• Empathetic listening
• Persuasive leadership
• Sensitivity to feelings
• Informative management
12. Barriers to Communication
• Physical separation
• Status differences
• Gender differences
• Cultural diversity
• Language
Communication
Barriers -
factors that block
or significantly
distort successful
communication
13. Defensive Communication
Defensive Communication - communication that
can be aggressive, attacking & angry, or passive &
withdrawing
Leads to
– injured feelings
– communication breakdowns
– alienation
– retaliatory behaviors
– nonproductive efforts
– problem solving failures
15. Two Defensiveness Patterns
Dominant Defensiveness - characterized by
active, aggressive, attacking behavior
Subordinate Defensiveness - characterized by
passive, submissive, withdrawing behavior
16. Defensive Tactics
Defensive Tactic Speaker Example
Power Play Boss “Finish this report by month’s
end or lose your promotion.”
Put-Down Boss “A capable manager would
already be done with this report.”
Labeling Boss “You must be a slow learner.
Your report is still not done?”
Raising Doubts Boss “How can I trust you, Chris, if
you can’t finish an easy report?”
17. Defensive Tactics
Defensive Tactic Speaker Example
Misleading
Information
Employee “Morgan has not gone over with
me the information I need for
the report.” [Morgan left Chris
with a copy of the report.]
Scapegoating Employee “Morgan did not give me input
until just today.”
Hostile Jokes Employee “You can’t be serious! The
report isn’t that important.”
Deception Employee “I gave it to the secretary. Did
she lose it?”
18. Nondefensive Communication:
A Powerful Tool
• Speaker seen as centered, assertive,
controlled, informative, realistic, and honest
• Speaker exhibits self-control & self possession
• Listener feels accepted rather than rejected
• Catherine Crier’s rules to nondefensive
communication
1. Define the situation
2. Clarify the person’s position
3. Acknowledge the person’s feelings
4. Bring the focus back to the facts
19. Nonverbal Communication
Nonverbal Communication - all elements of communication that
do not involve words
Four basic types
– Proxemics - an individual’s perception & use of space
– Kinesics - study of body movements, including posture
– Facial & Eye Behavior - movements that add cues for the
receiver
– Paralanguage - variations in speech, such as pitch,
loudness, tempo, tone, duration, laughing, & crying
22. WHAT IS LISTENING?
• If you ask a group of people to give
a one word description of listening,
some would say hearing.
23. BUT LISTENING…
• Is following and understanding the
sound---it is hearing with a purpose.
24. DEFINITION OF LISTENING
• The process of receiving, constructing
meaning from, and responding to
spoken and/or nonverbal messages; to
hear something with thoughtful
attention
25. Listening
vs. Hearing
• Hearing- physical process; natural;
passive
• Listening- physical & mental process;
active; learned process; a skill
• Listening is hard!
You must choose to participate in the
process of listening.
26. Listening is a conscious activity
based on three basic skills:
1) Attitude
2) Attention
3) Adjustment
28. Listening is needed
everywhere…
• Listening skills form the
basis of:
– Continued learning
– Teamwork skills
– Management skills
–Negotiation skills
– Emotional intelligence
29. … But not practiced effectively
• 70% of all communication
is
– Misunderstood
– Misinterpreted
– Rejected
– Distorted
– Not heard
30. Listening is an active process
that has three basic steps.
1. Hearing
2. Understanding
3. Judging
31. TYPES OF LISTENING
• 1. Inactive listening.
• 2. Selective listening.
• 3. Active listening
• 4. Reflective Listening
32. Barriers to Listening
• Emotion- When you’re angry or
upset, you stop listening. Try
counting to 10 or asking the speaker
to excuse you for a minute. Go get a
drink of water and calm down.
33. Barriers to Listening
• Distractions – Anything from too
much noise and activity on the site
to problems at home can steal your
attention. If the problem is noise,
ask the speaker to move away from
it. If a personal problem is keeping
you from listening, concentrate
harder on staying focused.
34. Barriers to Listening
• Your ego – Do you finish other people’s
sentences for them? Do you interrupt
others a lot? Do you think about the
things that you are going to say instead
of listening? That’s your ego putting
itself squarely between you and
effective listening. Be aware of your
ego and try to tone it down a bit so you
can get the information you need.
37. WHAT IS ACTIVE
LISTENING?
• A way of listening and responding to another
person that improves mutual understanding.
• A way of paying attention to other people that
can make them feel that you are hearing them
• This type of listening is called active because it
requires certain behaviors of the listener.
38. WHY LISTEN
ACTIVELY?
• Our brain works four times the speed that someone
can speak. You have to actively focus on listening so
that your mind doesn’t wander.
• It enriches you and those around you, and guides
other areas of your life.
• It can build trust and respect between people, and
prevent misunderstandings that can lead to conflict,
frustration or hurt feelings.
• While listening to other people’s point of view, you
may just learn something new and fascinating!
39. Do you know these FACTS?
• 75% of the time we are distracted,
preoccupied or forgetful
• 20% of the time, we remember what we
hear
• More than 35% of businesses think
listening is a top skill for success
• Less than 2% of people have had formal
education with listening
40. BENEFITS OF ACTIVE
LISTENING
• It forces people to listen attentively to others.
• It tends to open people up, to get them to say
more.
• Shows empathy
• Builds relationships
41. The Main Goals to Active Listening
• Maximize your understanding of the
other’s perspective
• Minimize their defensiveness (and your
own, too)
42. Features of active listeners
Active listeners speak 30% of the time and
listen 70% of the time. Sometimes, we
have to try hard not to interrupt – the only
acceptable reason is to clarify or confirm
what has been said.
43. Why is active listening difficult?
• When people are preoccupied with current
life stresses or difficult situations, it is hard
for them to listen.
• Anxiety can make it hard to listen.
• Being angry at the person who is talking also
makes it hard to listen.
• Having an idea in mind of what a person
“should do” makes it hard to listen to that
person's point of view.
44. ACTIVE LISTENING BARRIERS
EXTERNAL BARRIERS INTERNAL BARRIERS
Internal Barriers Within
The Listener
Internal Barriers Within
The Speaker
46. Internal Barriers Within the Listener
• Comparing
• Personal Experience
• Automatic Talking
• Mind-Reading
• Judging
• Day Dreaming
• Perceptual Errors
47. Barriers Within the Speaker
• Expectations
• Avoidance
• Speaking in Code
• Boundary
48. When to Use Active Listening
Inappropriate
• Routine interactions
• Physical emergencies
Appropriate
• Organizational Crises
• Conflict situations
• Giving and receiving
feedback
• Brainstorming, problem
solving
• Seeking peers’
cooperation
49. STEPS OF ACTIVE LISTENING
1) Listen
2) Question
3) Reflect-Paraphrase
4) Agree
50. Steps in Active Listening
1) Verbal&non-verbal encouragement
2) Non-verbal behavior
51. 1 ) Encouragement
• Convey interest and Keep the person talking.
• Concentrate attention upon the speaker
• Don’t agree or disagree. Use noncommittal
words in a positive tone of voice.
• Repeat one or two words of the person's
previous statement.
• Be aware of your body language!
• Use varying voice intonations
53. 2)Non-Verbal Behavior
Non-Verbal Active Listening Techniques:
• Maintaining appropriate eye contact
with the interviewee.
• Occasionally nodding affirmatively to
display understanding and interest.
• Using expectant pauses to indicate to
the interviewee that more is expected
54. The various forms of
NVC
• touch
• sound
• smell
• timing and speed of delivery of speech
• proximity
• posture
• dress
• eye contact
• gestures
• facial expressions
• use of silence
55. 2.Question
• 3 Purposes
– Demonstrates you are listening
– Gather information
– Clarification
When you asked some questions:
Show interest
Encourage more explanation
Keep the person talking
Ask questions but not too many
56. Types of Questions
1) YES/NO QUESTIONS
2) OPEN-ENDED QUESTIONS
3)PROBING OR FOLLOW-UP
QUESTIONS
4) LEADING QUESTIONS
58. 2)OPEN-ENDED QUESTIONS:
• Observation: "What happened?"
• Meaning: "What do you mean?"
• Affect: "How do you feel?"
• Motive: "What do you want?"
• Action: "What will you do?"
60. Other Questioning Tips
• Avoid asking multiple questions at once.
• Generally, it’s best to start with open
questions
• Best questions are short, clear, objective.
• Ask questions in logical order.
• Allow for quiet, thinking time.
• Limit why-questions.
• Take notes.
61. Step 3: Reflect-Paraphrase
In that step we will use another techniques for active listening;
1. Reflecting
2. Reframing
3. Paraphrasing
4. Acknowleding
5. Summarizing
64. REFLECTING FEELINGS
• Someone may say: “Don’t worry. I’m fine”
(when she actually looks very upset)…
Reflecting, you say
– “You say you’re OK, but by the tone of your
voice, you seem upset, correct?”
65. Act like a mirror and reflect feelings that
you see and hear. This is particularly
useful when the person’s tone of voice or
gestures don’t match the person’s words.
OR just as a check…
“Seems like you had a fun time, right? OR
“I sense you’ve become worried. Is that so?”
66. 2.REFRAMING
Why You Do It?
• to help the other person see their concerns in a new light
• to broaden the meaning of an issue to identify needs or
interests
• to diffuse negative feelings
• to establish the focus for resolution
How You Do It?
• recognize underlying needs
• re-word concerns from negative → neutral/positive past
→ future; problem → opportunity; interpersonal →
system rights/wrongs → impacts positions → interests
singular → multiple
67. REFRAMING(cont.)
• Concern: “She always talks to everyone
else but me when there is a problem.”
• Reframe: “It sounds as if you would like
more direct communication to resolve
concerns.”
68. 3.PARAPHASING
PARAPHRASE the speaker to
acknowledge the story and capture the
content.
EXAMPLE: “Let’s see if I got this right.
You’re upset because you think we’re
going off in the wrong direction and you
want to clarify our objective before we
write this assignment. Is that right”
70. 5.SUMMARIZE
Why You Do It?
•to review progress
•to pull together important
ideas and information
•to establish a foundation for
further discussion
How You Do It?
•restate the central ideas and
feelings you have heard
Example: “Let’s see if I have a clear understanding of
your experience at this point…”
“So basically what is most important to you is…”
