Bus & Prof Communication

First is the model of communication which is the actual verbal and nonverbal communication that takes place. Second is the communication contexts. That involves the elements such as where they are physically (physical context), their relationship (social context), the time of day, month or year (chronological context), and their backgrounds (cultural context).

• 1. External (physical)noise: Actual sounds that can distract the sender and the receiver.
• 2. Physiological Noise: Illness, disabilities, hearing disorders.
• 3. Psychological Noise: Forces within the sender or receiver that interfere with understanding such as egotism,defensiveness, assumptions, stereotypes, biases, prejudices, hostility, preoccupations, and fear.

Downward Communication

• 1. Monochronic Culture: They treat time like a substance. (Caucasian) US, EUROPE.
• 2. Polychronic Culture: Time takes a back seat to personal relationships. Most of the non Caucasian world

Low context cultures use language primarily to communicate and high context cultures rely heavily on subtle, often nonverbal forms of communication.

They put their own as well as their immediately family's interests ahead of social issues.

They have a tight social framework in which members of a group feel primary loyalty toward one another and the group in which they belong to.

High Power Distance culture

In cultures with strong uncertainty avoidance, people prefer explicit rules (e.g. about religion and food) and formally structured activities, and employees tend to remain longer with their present employer.

In cultures with weak uncertainty avoidance, people prefer implicit or flexible rules or guidelines and informal activities. Employees tend to change employers more frequently.

• 1. People Oriented listening is when a person is most concerned with creating and maintaining positive relationships. con: Can be too friendly.
• 2. Action Oriented listening is when someones most concerned with getting the task at hand done. con: The appear to minimize emotional issues and concerns.
• 3. Content Oriented listening is when they want to hear all the details and perspectives before making a decision. con: They can be too detail oriented.
• 4. Time Oriented listening is when someone who sees time as a scarce commodity and can keep things running efficiently. con: Can be too hasty.

• 1. Physiological Barriers
• 2. Environmental Barriers
• 3. Attitudinal Barriers
• 4. Sociocultural Differences
• 5. Lack of Training

A Physiological Barrier

A Rapid Thought Barrier

• 1. Physical Distractions, such as a stuffy or uncomfortable room, or a conversation going on nearby.
• 2. Problems with the Communication Channel: Listening can be difficult when the communicators lack face to face contact. (telephones)
• 3. Message Overload: Coping with a flood of information is like juggling. You can keep only a few things going at one time.

• 1. Preoccupation: when someone has other stuff on their mind
• 2. Egocentrism: Thinking that your own ideas are superior to others ideas
• 3. Fear of appearing ignorant:
• 4. Assuming effective communication is the sender's responsibility.
• 5. Assuming that listening is passive: some communicators mistakenly assume listening is passive and that their message will be automatically absorbed like a sponge.
• 6. Assuming that talking has more advantages than listening. "Big mouths"

• 1. Cultural differences can include accents and egocentric barriers.
• 2. Gender differences: these take place because women tend to listen to relation messages, where men tend pay attention information on the content level. Women tend to listen to feeling behind statements and men listen for facts.

Lack of Training

Specific concrete statements that refer directly to objects or events that can be observed.

They cover a broad range of possible objects or events and lack detail.

It's an equivocal term.

It's an Unequivocal Term because I told them specifically and there's no room for misinterpretation.

Jargon

Trigger Words

Feminine Speech

Feminine Speech

Masculine speech

Descriptive "I" Language.

• 1. Consider the content; Limit the criticism to only one topic, show how your criticism can benefit the recipient.
• 2. Consider the sender; choose the critic with the most credibility, make sure that the criticism is appropriate to the critic's role
• 3. Consider the relational climate; let the other person know that your specific criticism doesn't diminish your respect or appreciation for them in other areas. Accept partial responsibility accompany your criticism with an offer to help.
• 4. Consider the delivery; deliver criticism in a face saving manner; avoid sounding and looking judgmental.

• 1. The Topic at hand: topic related disagreements such as pay and other compensation, the quality of products and services, scheduling and job assignments.
• 2. The Process: Disputes of how to do something
• 3. Relational Issues: Involve control, affinity, and respect. How parties want to be treated by each other
• 4. Ego/Identity Issues: When people attack each other's person. Just cannot get along.

• 1. Avoiding,
• 2. Accommodating (giving in),
• 3. Competing,
• 4. Collaborating,
• 5. Compromising

• 1. Define the goal,
• 2. Identify and analyze the other party,
• 3. Prepare a list of topics,
• 4. Choose the best interview structure,
• 5. Consider possible questions,
• 6. Arrange the setting

• 1. Information gathering interview: investigative, survey, diagnostic, research, and exit interviews.
• Phases: collect background information, define interview goals and questions, chose the right interviewee
• 2. Career Research Interview: Value of personal contacts (it ain't what you know, it's who you know), choosings interviewees, contacting prospective interviewees, follow up
• 3. Employment Interview: pre interview steps
• 4. Performance appraisal interview: let's employee know where he or she stands
• Phases: review progress, discuss successes, problems and needs, set goals, review and respond to the written record

To gather info such as surveys and the like. A very precise format.

Primary questions

digging deeper into a subject. Usually more specific, detailed answers are required.

Closed questions

leave room for elaboration

Factual questions

(self explanatory)

straight up questions such as "did you kill him?"

Illicit information without directly asking for it.

Hypothetical questions

Critical Incident Questions

• 1. Trait approach: based on a belief that all leaders common traits
• 2. Style approach:
• Authoritarian: use legitimate, coercive, and reward power at their disposal
• Democratic: inviting members to help make decisions
• Laissez-faire: designated leader gives up power to the group and transforms it into a leaderless collection of equals
• 3. Contigency approach: the belief that the "best" leadership is flexible and changes from one situation to the next.

• Position power
• Coercive power
• Reward power
• Expert power
• Referent power
• Information power
• Connection power

One that holds a position of power has position power

the power to punish

The ability to reward

comes from the groups recognition of a member's expertise an a certain area

the respect, attraction, or liking a group feels for an individual.

the ability to influence a group because of the information you posses

comes from connections with people inside or outside of an organization. (who you know)

• 1. Orientation phase (Forming)
• 2. Conflict phase: (Storming)
• 3. Emergence phase: (Norming)
• 4. Reinforcement phase: (Performing)

testing the waters in a group

members take strong stands on issues and defend them

end of disagreement and solve problems

members to accept decision and actively endorse it.

a collective group decision that every member is willing to support

• 1. Spirit of cooperation
• 2. a willingness to experience temporary disagreements
• 3. a committment to listening carefully to other ideas
• 4. a win-win attitude

an unwillingness, for the sake of group harmony, to examine ideas critically.

• 1. Illusion that the group in invulnerable
• 2. Tendency to rationalize or discount negative information
• 3. Willingness to ignore ethical or moral consequences of the group's decision
• 4. Stereotyped views of other groups
• 5. Group pressure to conform
• 6. Self Censorship
• 7. Illusion of Unanimity
• 8. "Mindguards" against threatening information.

• Teach
• Train
• Demonstrate

• 1. Chronological
• 2. Spatial
• 3. Topical
• 4. Cause-Effect
• 5. Problem-Solution
• 6. Criteria Satisfaction
• 7. Comparative Advantages
• 8. Motivated sequence

arranges you points according to their sequence in time

organizes material according to where it is physically located, or how it is put together

groups your ideas around some logical themes or divisions in your subject

shows that certain events have happened or will happen as a result of circumstance

begin by showing the audience that something is wrong with the present situation then suggest how to remedy the situation

sets up criteria that the audience will accept and then show how your idea or product meet them

puts several alternatives side by side to show why yours is the best

• a five step scheme designed to boost the involvement and interest of the audience.
• 1. Attention- introduce the problem in an interesting manner
• 2. Need- make them feel like it affects them and get eager to hear a solution
• 3. Satisfaction- prove that your situation is THE solution
• 4. Visualization- paint a vivid picture of the outcomes
• 5. Action- explain what listeners can do to solve a problem

• 1. Manuscript Presentations- word for word written presentations
• 2. Memorized Presenations- one recited word for word from memory
• 3. Extemporaneous Presentations- planned and rehearsed but not word for word
• 4. Impromtu Presentations- an unexpected off-the-cuff talk.

• 1. Motivational Speeches- attempts to generate enthusiasm for the topic being presented
• 2. Goodwill Speeches- aims to create a favorable image of the speaker's cause in the minds of the audience.
• 3. Proposals- advocate that your audience take specific action
• 4. Sales Presentations- one party presents remarks aimed at persuading another to purchase a product or service