Communicating at Communicating at WorkWork

Changes Affecting the Changes Affecting the WorkplaceWorkplace

• Expanded team-based management

• Innovative communication technologies

• New work environments

• Increasingly diverse workforceSuccess in the new workplace requires excellent communication skills.

The Communication The Communication ProcessProcess

Basic ModelBasic Model

The Communication The Communication ProcessProcess

Basic ModelBasic Model

1.Sender has idea

1.Sender has idea

The Communication The Communication ProcessProcess

Basic ModelBasic Model

1.Sender has idea

1.Sender has idea

The Communication The Communication ProcessProcess

Basic ModelBasic Model

2.Sender encodes idea in message

2.Sender encodes idea in message

1.Sender has idea

1.Sender has idea

The Communication The Communication ProcessProcess

Basic ModelBasic Model

2.Sender encodes idea in message

2.Sender encodes idea in message

1.Sender has idea

1.Sender has idea

The Communication The Communication ProcessProcess

Basic ModelBasic Model

2.Sender encodes idea in message

2.Sender encodes idea in message

3.Message travels over channel

3.Message travels over channel

1.Sender has idea

1.Sender has idea

The Communication The Communication ProcessProcess

Basic ModelBasic Model

2.Sender encodes idea in message

2.Sender encodes idea in message

3.Message travels over channel

3.Message travels over channel

1.Sender has idea

1.Sender has idea

The Communication The Communication ProcessProcess

Basic ModelBasic Model

2.Sender encodes idea in message

2.Sender encodes idea in message

3.Message travels over channel

3.Message travels over channel

1.Sender has idea

1.Sender has idea

4.Receiver decodes message

4.Receiver decodes message

The Communication The Communication ProcessProcess

Basic ModelBasic Model

2.Sender encodes idea in message

2.Sender encodes idea in message

3.Message travels over channel

3.Message travels over channel

1.Sender has idea

1.Sender has idea

4.Receiver decodes message

4.Receiver decodes message

The Communication The Communication ProcessProcess

Basic ModelBasic Model

2.Sender encodes idea in message

2.Sender encodes idea in message

3.Message travels over channel

3.Message travels over channel

1.Sender has idea

1.Sender has idea

4.Receiver decodes message

4.Receiver decodes message

5.Feedback travelsto sender

5.Feedback travelsto sender

The Communication The Communication ProcessProcess

Basic ModelBasic Model

2.Sender encodes idea in message

2.Sender encodes idea in message

3.Message travels over channel

3.Message travels over channel

1.Sender has idea

1.Sender has idea

4.Receiver decodes message

4.Receiver decodes message

5.Feedback travelsto sender

5.Feedback travelsto sender

The Communication The Communication ProcessProcess

Basic ModelBasic Model

2.Sender encodes idea in message

2.Sender encodes idea in message

3.Message travels over channel

3.Message travels over channel

1.Sender has idea

1.Sender has idea

4.Receiver decodes message

4.Receiver decodes message

5.Feedback travelsto sender

5.Feedback travelsto sender

The Communication The Communication ProcessProcess

Basic ModelBasic Model

2.Sender encodes idea in message

2.Sender encodes idea in message

3.Message travels over channel

3.Message travels over channel

1.Sender has idea

1.Sender has idea

4.Receiver decodes message

4.Receiver decodes message

6.Possible additional feedback to receiver

6.Possible additional feedback to receiver

5.Feedback travelsto sender

5.Feedback travelsto sender

The Communication The Communication ProcessProcess

Basic ModelBasic Model

2.Sender encodes idea in message

2.Sender encodes idea in message

3.Message travels over channel

3.Message travels over channel

1.Sender has idea

1.Sender has idea

4.Receiver decodes message

4.Receiver decodes message

6.Possible additional feedback to receiver

6.Possible additional feedback to receiver

5.Feedback travelsto sender

5.Feedback travelsto sender

The Communication The Communication ProcessProcess

Expanded ModelExpanded Model

Barriers to Interpersonal Barriers to Interpersonal

CommunicationCommunication• Bypassing

• Limited frame of reference

• Lack of language skills

• Lack of listening skills

• Emotional interference

• Physical distractions

• Communication climate

• Context and setting

• Background, experiences

• Knowledge, mood

• Values, beliefs, culture

Understanding is Understanding is shaped byshaped by

Barriers That Block the Barriers That Block the Flow of Information in Flow of Information in

OrganizationsOrganizations• Closed communication climate• Top-heavy organizational structure• Long lines of communication• Lack of trust between management

and employees• Competition for power, status,

rewards

Additional Additional Communication Communication

Barriers Barriers • Fear of revenge for honest

communication

• Differing frames of reference among communicators

• Lack of communication skills

• Ego involvement

A Classic Case of A Classic Case of MiscommunicationMiscommunication

In Center Harbor, Maine, local legend recalls the day when Walter Cronkite steered his boat into port. The avid sailor was amused to see in the distance a small crowd on shore waving their arms to greet him. He could barely make out their excited shouts: “Hello Walter, Hello Walter!”

A Classic Case of A Classic Case of MiscommunicationMiscommunication

As his boat came closer, the crowd grew larger, still yelling. Pleased at the reception, Cronkite tipped his white captain's hat, waved back, even took a bow. But before reaching dockside, Cronkite's boat abruptly jammed aground. The crowd stood silent. The veteran news anchor suddenly realized what they'd been shouting: “Low water, low water!”

Analysis of Flawed Analysis of Flawed Communication ProcessCommunication Process

Analysis of Flawed Analysis of Flawed Communication ProcessCommunication Process

Sender has idea

Warn boater

Analysis of Flawed Analysis of Flawed Communication ProcessCommunication Process

Sender has idea

Warn boater

Sender encodes message

“Low water!”

Analysis of Flawed Analysis of Flawed Communication ProcessCommunication Process

Sender has idea

Warn boater

Sender encodes message

“Low water!”

Channel carries message

Message distorted

Analysis of Flawed Analysis of Flawed Communication ProcessCommunication Process

Sender has idea

Warn boater

Sender encodes message

“Low water!”

Channel carries message

Message distorted

Receiver decodes message

“Hello Walter!”

Barriers That CausedBarriers That CausedCronkite Cronkite

MiscommunicationMiscommunication• Frame of reference

• Language skills

• Listening skills

• Receiver accustomed to acclaim and appreciative crowds.

• Maine accent makes "water" and "Walter" sound similar.

• Receiver more accustomed to speaking than to listening.

Barriers That CausedBarriers That CausedCronkite Cronkite

MiscommunicationMiscommunication• Emotional interference

• Physical barriers

• Ego prompted receiver to believe crowd was responding to his celebrity status.

• Noise from boat, distance between senders and receivers.

Which of these barriers could be overcome through improved communication skills?

Overcoming Overcoming Communication Communication

BarriersBarriers• Realize that communication is

imperfect.

• Adapt the message to the receiver.

• Improve your language and listening skills.

• Question your preconceptions.

• Plan for feedback.

Organizational Organizational CommunicationCommunication

• Functions: internal and external• Form: oral and written• Form: channel selection dependent on

• Message content• Need for immediate response• Audience size and distance• Audience reaction• Need to show empathy, friendliness, formality

• Flow:• Formal: down, up, horizontal• Informal: grapevine

Communication Flowing Communication Flowing Through Formal Through Formal

ChannelsChannels

DownwardManagement directives

Job plans, policies

Company goals

Mission statements

HorizontalTask coordination

Information sharing

Problem solving

Conflict resolution

UpwardEmployee feedback

Progress reports

Reports of customer

interaction, feedback

Suggestions for

improvement

Anonymous hotline

Forms of Communication Forms of Communication Flowing Through Formal Flowing Through Formal

ChannelsChannels

WrittenExecutive memos, lettersAnnual reportCompany newsletterBulletin board postingsOrientation manual

Electronic E-mail Voicemail Instant Messaging Intranet Videoconferencing

OralTelephoneFace-to-face conversationCompany meetings

Team meetings

MISCOMMUNICATION IN MISCOMMUNICATION IN PRODUCT EVOLVEMENTPRODUCT EVOLVEMENT

As Marketing As Marketing Requested ItRequested It

As Sales Ordered ItAs Sales Ordered It

As Engineering As Engineering Designed ItDesigned It

As Production As Production Manufactured ItManufactured It

As Maintenance Installed As Maintenance Installed ItIt

What the Customer What the Customer WantedWanted

Message DistortionMessage DistortionDownward CommunicationDownward Communication

Through Five Levels of ManagementThrough Five Levels of Management

Message Amount of message

written by board of directors 100%

Message DistortionMessage DistortionDownward CommunicationDownward Communication

Through Five Levels of ManagementThrough Five Levels of Management

Message Amount of message

written by board of directors 100%

received by vice-president 63%

Message DistortionMessage DistortionDownward CommunicationDownward Communication

Through Five Levels of ManagementThrough Five Levels of Management

Message Amount of message

written by board of directors 100%

received by vice-president 63%

received by general supervisor 56%

Message DistortionMessage DistortionDownward CommunicationDownward Communication

Through Five Levels of ManagementThrough Five Levels of Management

Message Amount of message

written by board of directors 100%

received by vice-president 63%

received by general supervisor 56%

received by plant manager 40%

Message DistortionMessage DistortionDownward CommunicationDownward Communication

Through Five Levels of ManagementThrough Five Levels of Management

Message Amount of message

written by board of directors 100%

received by vice-president 63%

received by general supervisor 56%

received by plant manager 40%

received by team leader 30%

Message DistortionMessage DistortionDownward CommunicationDownward Communication

Through Five Levels of ManagementThrough Five Levels of Management

Message Amount of message

written by board of directors 100%

received by vice-president 63%

received by general supervisor 56%

received by plant manager 40%

received by team leader 30%

received by worker 20%

Surmounting Surmounting Organizational BarriersOrganizational Barriers• Encourage open environment for

interaction and feedback.• Flatten the organizational structure.• Promote horizontal communication.• Provide hotline for anonymous

feedback. • Provide sufficient information

through formal channels.

Five Common Ethical Five Common Ethical TrapsTraps

• The false-necessity trap(convincing yourself that no other choice exists)

• The doctrine-of-relative-filth trap(comparing your unethical behavior with someone else’s even more unethical behavior)

• The rationalization trap(justifying unethical actions with excuses)

Five Common Ethical Five Common Ethical TrapsTraps

• The self-deception trap(persuading yourself, for example, that a lie is not really a lie)

• The ends-justify-the-means trap(using unethical methods to accomplish a desirable goal)

Tools for Doing theTools for Doing theRight ThingRight Thing

• Is the action you are considering legal?

• How would you see the problem if you were on the other side?

• What alternate solutions are available?

Tools for Doing theTools for Doing theRight ThingRight Thing

• Can you discuss the problem with someone you trust?

• How would you feel if your family, friends, employer, or co-workers learned of your action?

Any QuestionAny Question