managing effective communication network in organisation through diplomacy

Managing Effective

Communication Network In

Organisation Through Diplomacy

Oyewole O. Sarumi |PhD|

What You Will Learn:- What is Communication

– The Revolutionary Stages of Communication

– The Importance of Good Communication

– The Communication Process

– The Role of Perception in Communication

– The Dangers of Ineffective Communication

– Information Richness and Communication Media

– Face-to-Face Communication

– Spoken Communication Electronically Communicated

– Personally Addressed Written Communication

– Impersonal Written Communication

What You Will Learn:

• Communication Networks

– Communication Networks in Groups and Teams

– Organizational Communication Networks

– External Networks

• Technological Advances in Communication

– The Internet

– Intranets

– Groupware

What You Will Learn:

• Communication Skills for Managers

– Communication Skills for Managers as Senders

– Communication Skills for Managers as

Receivers

– Understanding Linguistic Styles

Some Truths about

Communication…

• Good Communication can’t exist without honest

listening

• We do not try HARD to get our message across

• We do not take advantage of various media

available to us

• We all could improve our communication skills

• It cannot be perfected

13–5 **www.carehr.com 6

What is Communication?

(Group Discussion):

• Is it one-sided or two-way?

• Is it intentional or unintentional?

• Does it use conventional or unconventional

signals?

• Does it use linguistic or non-linguistic forms?

• Is it through spoken, written or other modes?

• What does it require?

• When is it complete?

Copyright 2005 McGraw-Hill Australia Pty Ltd

PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

What is Communication?:

• …the intentional or unintentional exchange of

thoughts, messages, or information between two

or more living beings through conventional or

unconventional signals, linguistic or non-

linguistic forms, and through spoken or other

modes.

• …requires a sender, a message, and a recipient.

• ….is complete once the receiver understands the

sender's message .

The first written communication made on

stone, which were too heavy to transfer.

During this era, written communication was

not mobile

Researchers have divided how

communication was transformed into three

revolutionary stages:

STAGE ONE

In the 2nd Information Communication

Revolution, writing began to appear on

paper, clay, wax, etc. Much later the

Gutenberg printing-press was invented.

Gutenberg created this printing-press after

a long period of time in the 15th century.

STAGE TWO:

• Johannes Gutenberg

1468 - February

German goldsmith and

printer who introduced

modern book printing.

• His invention of

mechanical movable type

printing started the

Printing Revolution

• In the 3rd Communication Revolution,

information can now be transferred via

controlled waves and electronic signals.

• Communication meaning is assigned and

conveyed in an attempt to create shared

understanding.

STAGE THREE

• This process requires a vast repertoire of

skills in intrapersonal and interpersonal

processing, listening, observing, speaking,

questioning, analyzing, and evaluating.

• It is through communication that

collaboration and cooperation occur.

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

Perceptual Screen - a window through which we interact with people that influences the quality, accuracy, and clarity of the communication

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

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

19

What is Communication?

• Process by which information is exchanged and

understood by two or more people, usually with

the intent to motivate or influence behavior

Manager = 80% every working day in direct

communication with others – 48 min/hour

Manager = 20% every work day in communication

in the form of reading and writing -12 min/hour

Communication and

Management

• Communication - Definition

– The sharing of information between two or more individuals or groups to reach a common understanding.

• Importance of Good Communication

– Increased efficiency in new technologies and skills

• Learning, Implementing, Training

• Expands workers skills

Communication and

Management


– Improved quality of products and services

Meaning and importance of quality

How to attain quality

– Subordinates communicate problems and

solutions for increasing quality to superiors

Communication and

Management


– Increased responsiveness to customers

• Empowered workers lower response time to satisfy

customer wants and needs

Communication and

Management


– More innovation through communication

• Cross-functional teams communicating effectively

produce higher quality products more efficiently

The Communication Process

• Phases of the Communication Process:

– Transmission phase in which information is

shared by two or more people.

– Feedback phase in which a common

understanding is assured.



– Transmission phase in which information is shared by two or more people.

• The process starts with a sender (an individual or group) who wants to share information.

– Senders must decide what information to share and puts the message into symbols or language (encoding).

• Noise: anything harming the communication process

– Once encoded the message is sent through a medium to a receiver



• The receiver interprets or decodes the

message



– Feedback phase in which a common

understanding is assured.

– The receiver decides what the message means

and communicates it back to the sender.

– The original sender decodes the message and

makes sure that a common understanding has

been reached.


(cont’d)• Messages are transmitted over a medium to a

receiver.

– Medium: the pathway over which the message is transmitted (e.g., telephone, written note, email).

– Receiver: the person getting the message.

• The receiver decodes (interprets) the message, allowing the receiver to understand the message.

• This is a critical point: failure to properly decode the message can lead to a misunderstanding.

– Feedback by receiver informs the sender that the message is understood or that it must be re-sent.

30

The Manager as

Communication Champion

Source: Adapted from Henry Mintzberg, The Nature Of Managerial Work(New York:Harper & Row, 1973),72.

External

Information

Internal

Information

Manager as

Communication Champion

Purpose-Directed

Direct attention to

vision, values, desired

outcomes

Influence employee

behavior

Strategic Conversations

Open communication

Listening

Dialogue

Feedback

MethodsRich channels Upward, downward, & horizontal channels Nonverbal communicationPersonal networks

Communication Issues

• Verbal Communication

– The encoding of messages into words, either

written or spoken

• Nonverbal

– The encoding of messages by means of facial

expressions, body language, and styles of dress.

The Role of Perception in

Communication

• Senders and receivers communicate based

on their subjective perceptions.

– Subjective perception can lead to biases and

stereotypes that can interfere with effective

communication.

– Effective managers avoid communications

based on biases and stereotypes.


Communication

• Communication relates to senders and receivers

personality, perceptions, and motivations.

– Example: A recently promoted manager communicates

with a rival for the same promotion. The rival feels that

the assignment is beneath them and was given as a

power play by the newly promoted manager.

The newly promoted manager feels that the rival is the

only one capable of carrying out the project.


Communication

What is sent

Motivation

Perception

What is sent

Motivation

Perception

Communication

method/media

The Dangers of Ineffective

Communication

• Managers and their subordinates can become

effective communicators by:

– Selecting an appropriate medium for each message—

there is no one “best” medium.

– Considering information richness (the amount of

information a medium can carry).

• A medium with high richness can carry much more

information to aid understanding.

– Is there a need for a paper path or electronic trail to

provide documentation of the communication?

Information Richness of Communication

Media

37

Channel Richness

Information amount can be transmitted during communication episode

Communication Media

• Face-to-Face

– Has highest information richness.

– Can take advantage of verbal and nonverbal signals.

– Provides for instant feedback.

• Management by wandering around takes advantage of this with

informal talks to workers.

• Video conferences provide

much of this richness and

reduce travel costs and

meeting times.

Communication Media (cont’d)

• Spoken Communication Electronically

Transmitted

– Has the second highest information richness.

• Telephone conversations are information rich with

tone of voice, sender’s emphasis, and quick

feedback, but provide no visual nonverbal cues.


• Personally Addressed Written Communication

– Has a lower richness than the verbal forms of

communication, but still is directed at a given person.

• Personal addressing helps ensure receiver actually reads the

message—personal letters and e-mail are common forms.

• Does not provide instant feedback to the sender although

sender may get feedback later.

• Excellent media for complex messages requesting follow-up

actions by receiver.

E-Mail Dos and Don’ts

• E-mail allows telecommuting employees to work from home and keep in contact.

• The use of e-mail is growing rapidly and e-mail etiquette is expected:

– Typing messages in all CAPITALS is seen as “screaming” at the receiver.

– Punctuate your messages for easy reading and don’t ramble on.

– Pay attention to spelling and treat the message like a written letter.


• Impersonal Written Communication

– Has the lowest information richness.

• Good for messages to many receivers where little or

feedback is expected (e.g., newsletters, reports)

Ten Commandments of Email

• Don’t use your inbox as a catcall for everything you need to work on. Read items once, answer them immediately, delete them if possible or move them to another folder.

• Set up a five weeks folder that deletes automatically.

• Use common acronyms to identify important items

• Send group mail only when it is important to all recipients

Ten Commandments of Email

• Ask to be removed from distribution lists you do not need to be on.

• To cut down on pile up, use out of office

• Send messages that use only the subject line using EOM to signify end of message

• Use graphics sparingly

• Attachments over 5mb to groups are better put on company website

• Specify important parts of the attachment: NB Pg 17 and 20

Communication Networks


– The pathways along which information flows in

groups and teams and throughout the

organization.

– Choice of communication network depends on:

• The nature of the group’s tasks

• The extent to which group members need to

communicate with each other to achieve group

goals.



Pathways – Vertical

• Manager to upper level managers

• Manager to subordinates (direct reports)

– Lateral

• Manager to other managers

Communication Networks in

Groups and Teams

Type of Network

Wheel Network Information flows to and from one central member.

Chain Network Members communicate only with the people next to them in the sequence.

Wheel and chain networks provide little interaction.

Circle Network Members communicate with others close to them in terms of expertise, experience, and location.

All-Channel Network

Networks found in teams with high levels of communications between each member and all others.

Communication patterns

• The pattern of communication that exists between group members is described as a wheel, a chain, or all-channel.

• Centralized networks, chain, wheel & Y, group members had to go thro’ a person located in a central position in the network in order to communicate with others.

• In de-centralized networks, circle & all-channelinformation could flow freely between members without having to go thro’ a central person.

CENTRALISED

X

Communication

Networks in

Groups and Teams

DECENTRALISED

Y

Organization Communication

Networks• Organization Chart

– A pictorial representation of formal reporting channels in an organization.

• Communication in an organization flows through formal and informal pathways

• Vertical communications flow up and down the corporate hierarchy.

• Horizontal communications flow between employees of the same level.

• Informal communications can span levels and departments—the grapevine is an informal network carrying unofficial information throughout the firm.

Formal and Informal Communication

Networks in An Organization

Figure 0.4

Leavitt’s experiment

• Each member of a group of five people had to solve a problem and each had an essential piece of information.

• Only written communication, channeled according to one of the four patterns described above, was allowed. The finding are tabulated below.

• A direct trade-off between speed and job satisfaction is evident.

Leavitt’s experiment

Wheel Y Chain Circle

Speed of

problem

solving

Fastest 2nd fastest 3rd fastest Slowest

Leader C CC (less so than

wheel and Y)None emerged

Job satisfaction lowest 3rd highest 2nd highest Highest (?)

Communication patterns

• The wheel is always the quickest way to reach a conclusion & the circle is the slowest.

• For complex problems, the all-channel is the most likely process to reach the best decision

• The level of satisfaction for individuals is the lowest in the circle, fairly high in the all-channel, & mixed in the wheel, with the central figures expressing greater satisfaction, & the rest feeling isolated.

• Under time pressure, the all-channel system either restructures to become a wheel, or disintegrates

55

Persuasion and Influence

• Businesses are run largely by cross-functional teams who are actively involved in making decisions

• Ability to persuade and influence others is even more critical today than ever before

• To persuade and influence, managers have to communicate frequently and easily with others

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

57

Nonverbal Communications

• Messages transmitted human actions and

behaviors rather than through words

• Occurs mostly face-to-face

• Verbal Impact = 7 %

• Vocal Impact = 38 %

• Facial Impact = 55 %

Most nonverbal communication is unconscious or subconscious

c

c = social 4-12’b

b = personal 1.5-4’

Proxemics: Territorial Space

Territorial Space - bands of space extending

outward from the body; territorial space differs

from culture to culture

a

a = intimate <1.5’

dd = public >12’

Proxemics: Seating Dynamics

Seating Dynamics - seating people in certain

positions according to the person’s purpose in

communication

Cooperation

X O

Non-

Communication

O X O

Competition

X

O

X

CommunicationO

Examples of

Decoding Nonverbal Cues

Boss fails to acknowledge

employee’s greeting

No eye contact

while

communicatingManager sighs deeply

Boss breathes

heavily &

waves arms

He’s

unapproachable!

My opinion

doesn’t countI wonder what

he’s hiding?

He’s angry! I’ll

stay out of

his way!

Importance of non-verbal

communication

• The hidden messages in face-to-face

communication can be a common cause for

communication breakdown, as they cause

decoding problems.

• Observe others.

• Notice the signs of boredom, disagreement,

support, interest.

• Picking up these signals will help you

improve your own communication skills.

Non-verbal cues

• Facial expression

• Gesture

• Posture and orientation

• Proximity and contact

• Movement and stillness

• Silence and sounds

• Appearance and grooming

• Response to norms and expectations

63

Formal Channels of Communication

Source: Adapted from Richard L. Daft and Richard M. Steers, Organizations: A Micro/Macro Approach, 538. Copyright © 1986 by Scott, and Company. Used by

permission.

64

Downward Communication

• Messages sent from top management

down to subordinates...

• 1. Implementation of goals and strategies

2. Job instructions and rationale

3. Procedures and practices

4. Performance feedback

5. Indoctrination

Most familiar and obvious flow of formal communication

65

Downward Communications Problem

• Drop Off

– Distortion

– Loss of message content

• Dealing with Drop Off

– Use right communication channel

– Consistency between verbal and

nonverbal messages

– Active listening

66

Upward Communication

Messages transmitted from the lower to the

higher levels in the organization’s hierarchy

1. Problems and exceptions

2. Suggestions for improvement

3. Performance reports

4. Grievances and disputes

5. Financial and accounting information

67

Upward Communication Problem

• Many organizations make a great effort to

facilitate upward communication

• Despite these efforts, barriers to accurate

upward communication exist

– Managers may resist hearing about employee

problems

– Employees may not trust managers sufficiently

to push information upward

68

Horizontal Communications

• Lateral or diagonal exchange of messages

among peers or coworkers

• Horizontal communications categories

1. Intradepartmental problem solving

2. Interdepartmental coordination

3. Change initiatives and improvement

Inform and request support as well as coordinate activities

Particularly important in learning organizations

69

Team Communication Channels

• Team communication

characteristics to consider

● The extent to which team

communication is centralized

● The nature of the team’s task

Special type of horizontal communication

70

Team Communication Channels

• Organizational Implications

With complex and difficult team activities, all

members should share information in a

decentralized structure – all information with all

members

With simple problems, centralized

communication structure – communicating

through one individual to solve problems or

make decisions

71

Personal Communication Channels

• Exist outside formal authorized

channels

• Do not adhere to organization’s

hierarchy of authority

• Primary way information spreads

and work gets accomplished

Coexist with formal communication channels

72

Personal Communication Channels

• Three important types of channels

1.Personal Networks

2.Management By Wondering Around

3.Grapevine

73

Developing Personal


• Build it before you need it

• Never eat lunch alone

• Make it win-win

• Make it win-win

• Focus on diversity

Informal Communication

• Several types of informal communication

channels, exist. These include:

• Grapevine

• Rumour

• Gossip

Grapevine

• Refers to the network of social relations that arises spontaneously as people associate with each other. Grapevine activity is likely to flourish when:

1. There is lack of information about a situation & people try to fill the gaps as best they can

2. There is insecurity in the situation

3. There is personal interest in the situation

4. There is personal animosity in a situation & people seek to gain advantage by spreading rumours.

5. There is new information that people try to spread quickly.

76

Two Grapevine Chains

Source: Based on Keith Davis and John W. Newstrom, Human Behavior at Work: Organizational Behavior, 7th ed. (New York: McGraw-Hill, 1985).

Informal Communication

• Rumour – this message is transmitted over the

grapevine & is not based on official information.

Poor employee communications are a fertile

breeding ground for unfounded rumours.

• Gossip – refers to idle talk which can be hurtful

and malicious. It can have a positive side: can be a

morale booster, a socializing force that spells out

group norms.

78

Open Communication

• Sharing all types of information throughout

the company, across functional and

hierarchical levels

• Recent trend - reflects manager’s increased

emphasis on

– Empowering employees

– Building trust and commitment

– Enhancing collaboration

79

Dialogue and Discussion: The Differences

Source:Adapted from Edgar Schein, “On Dialogue, Culture, and Organization Learning,” Organizational Dynamics (Autumn 1993), 46.

Conversation

Lack of understanding, disagreement,

divergent points of viewDialogue Discussion

Result Result

Reveal feelings

Explore assumptions

Suspend convictions

Build common ground

Long-term, innovative solutions

Unified group

Shared meaning

Transformed mind-sets

State positions

Advocate convictions

Convince others

Build oppositions

Short-term resolution

Agreement by logic

Opposition beaten down

Mind-sets held onto

80

Feedback and Learning

• Feedback –

– Enables managers to determine whether they have been successful

in communicating with others

– Is often neglected

– Giving & receiving feedback is typically difficult –both for

managers & employees

• Successful managers focus their feedback

– To help develop the capacities of subordinates

– To teach the organization how to better reach its goals

Managers use evaluation & communication to help individuals

New Technologies

for Communication

• Informational databases

• Electronic mail systems

• Voice mail systems

• Fax machine systems

• Cellular phone systems

Technological Advances in

Communication

• Internet

– Global system of computer networks used by many

firms use it to communicate with their suppliers.

• World Wide Web (WWW)

– Provides multimedia access to the Internet.

• Intranets

– A company-wide system of computer networks for

information sharing by employees inside the firm.

Technological Advances in

Communication

• Groupware

– Computer software that enables members of

groups and teams to share information with

each other and improve communication.

• Best used to support team-oriented working

environments.

How Do New Technologies

Affect Behavior?

• Fast, immediate access to information

• Immediate access to people in power

• Instant information exchange across

distance

• Makes schedules & office hours irrelevant

• May equalize group power

• May equalize group participation

• Communication can become more impersonal--

interaction with a machine

• Interpersonal skills may diminish--less tact, less

graciousness

• Non-verbal cues lacking

• Alters social context

• Easy to become overwhelmed with information

• Encourages polyphasic activity

How Do New Technologies

Affect Behavior?

Copyright 2005 McGraw-Hill Australia Pty Ltd

PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

ORGANISATIONAL COMMUNICATION CHANNELS

Electronic

communication

Electronic mailGroupware

Internet

Voice mail

TeleconferencingVideoconferencing

Communication Skills for

Managers

• Barriers to Effective Communication

– Perceptual and attribution biases

– Conflicting assumptions

– Inadequate information

– Semantics

– Emotional Blocks

– Nonverbal communication barriers

– Cultural barriers

– Inadequate communication media

– Technological barriers


Managers


– Perceptual and attribution biases

Experience is different and causes wrong interpretation –

Common experiences gives common meaning

– Conflicting assumptions

Sender assumes receiver will use the same code to decode

as intended

Receiver decodes based on wrong assumptions due to

inadequate background information and creates a

misunderstanding


Managers


– Codes of past experience

• Facts

• Knowledge

• Beliefs

• Attitudes

• Social Roles

• Values

• Language

• Memories

All blended with

feelings and emotions

How many of these

should overlap to

decode the message


Managers


– Inadequate information

• Managers do not provide enough info to decode


Managers


– Semantics – Word usage

• You charge someone a fee for service.

• You charge something you purchase to pay later.

• You charge a battery.

• You charge an official with duties to perform.

• You charge a horse into battle.

• You get a charge out of something funny.

• You charge a criminal for crimes committed.

• The navy uses a depth charge.


Managers


Emotional Blocks– Experiences have an emotional / feeling

component.

• A concert

• Wedding Day

• Movie

Barriers to Communication

• Physical separation

• Status differences

• Gender differences

• Cultural diversity

• Language

Communication

Barriers -

factors that block

or significantly

distort successful

communication

http://www.uniscape.com/

Communication Skills for Managers


Nonverbal communication barriers

– Body motion – gestures, facial expressions, eye behavior, touching, and so forth

• Physical characteristics – body shape, physique, posture, height,weight,hair, and skin color

• Paralanguage – voice quality, volume, speech rate, pitch, nonfluencies such as yaa, ah or um, laughing.

– Proxemics – ways people use and perceive space

Environment – building and room design, furniture, decorations

Time – being late or early, keeping others waiting, time v. status


Managers


– Cultural barriers

• Language, native customs, religious customs

– Inadequate communication media

• Use of wrong media to convey message completely

– Technological barriers

• Receiver does not have the ability or technological capability to decode message


Managers


– Messages that are unclear, incomplete, difficult to understand

– Messages sent over the an inappropriate medium

– Messages with no provision for feedback

– Messages that are received but ignored

– Messages that are misunderstood

– Messages delivered through automated systems that lack the human element

Communication Skills for Managers

• Managers as Senders– Send clear and complete messages.

– Encode messages in symbols the receiver understands.

– Select a medium appropriate for the message and, importantly, one that is monitored by the receiver.

– Avoid filtering (holding back information) and distortion as the message passes through other workers.

– Ensure a feedback mechanism is included in the message.

– Provide accurate information to avoid rumors.

Communication Skills For

Managers• Managers as Receivers

– Pay attention to what is sent as a message.

– Be a good listener: don’t interrupt.

– Ask questions to clarify your understanding.

– Be empathetic: try to understand what the sender feels.

– Understand linguistic styles: different people speak differently.

– Speed, tone, pausing all impact communication.

• This is particularly true across cultures and managers should expect and plan for this.

Basic Interpersonal

Communication Model

Event

XMessage

• Context

• Affect

Perceptual screens

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Perceptual screens

Communicator Receiver

Influence message quality, accuracy, clarity

Include age, gender, values, beliefs, culture,

experiences, needs

100

Listening

• One of the most important tools of manager

communication – both to employees and to

customers

• Listening = skill of receiving messages to

accurately grasp facts and feelings to

interpret the genuine meaning

• 75% of effective communication is listening

– most people spend only 30-40% listening

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


• Emphasizes receiver’s role

• Helps the receiver & communicator

clearly & fully understand the message

sent

• Useful in problem solving


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

Reflective Listening:

4 Levels of Verbal Response

Affirm contact

Paraphrase the expressed

Clarify the implicit

Reflect “core” feelings

105

Keys to Effective Listening

• Listen actively

• Find areas of interest

• Resist distractions

• Capitalize on the fact that

thought is faster than

speech

• Be responsive

• Judge content, not

delivery

• Hold one’s fire

• Listen for ideas

• Work at listening

• Exercise one’s mind

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

Reasons For Ineffective

Communication by Managers

• Reasons for ineffective communication

include:

– Information overload/underload

– The need to reinforce our beliefs

– Perception of the sender/receiver

– Poor or inadequate control

– Faulty coordination

Five Keys to Effective

Supervisory Communication

• Expressive speaking

• Empathetic listening

• Persuasive leadership

• Sensitivity to feelings

• Informative management

The importance of effective

communication

• Without formal communication systems, managers would not be able to:

– Give instructions

– Give or receive information

– Exchange ideas

– Announce plans or strategies

– Compare actual results against budget

– Communicate about structure or the org & job descriptions

110

Crisis Communication

• Primary Skills

• Maintain your focus

• Be visible

• Get the awful truth out

• Communicate a vision for the future

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

Non-defensive Communication

Non-defensive Communication -

communication that is assertive, direct,

& powerful

Provides

– basis for defense when attacked

– restores order, balance, and effectiveness

Two Defensiveness Patterns

Dominant Defensiveness -

characterized by active,

aggressive, attacking behavior

Subordinate Defensiveness -

characterized by passive,

submissive, withdrawing

behavior

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?”

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?”

Non-defensive 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

The Art of Tact and

Diplomacy in Effective

Communication

Respond intelligently, even to

unintelligent treatment.– Lao-Tzu,

Chinese philosopher

Introduction

• Tact and diplomacy are methods used to aid effective communication, especially during negotiation and when attempting to be persuasive or assertive.

• Using tact and diplomacy appropriately can lead to improved relationships with other people and are a way to build and develop mutual respect, which in turn can lead to more successful outcomes and less difficult or stressful communications.

• Tact and diplomacy are skills centred around an understanding of other people and being sensitive to their opinions, beliefs, ideas and feelings.

• Effective use of such skills comes from being able to sense accurately what another person is feeling or thinking at any given time and then responding in such a way as to avoid bad feelings or awkwardness, whilst at the same time asserting or reflecting your own ideas and feelings back in a delicate and well-meaning fashion.

All people and all communication

situations are unique.

• Developing effective tact and diplomacy

skills requires practice and good

judgement. These skills are not limited to

use in formal communications, such as in

the workplace: tact and diplomacy are also

important when developing and maintaining

friendships, romantic relationships and

relationships in the family.

A Real Story

• One of your brightest team members, Jon, has just finished giving a presentation. He seems pleased with his performance, but it's obvious that he wasn't properly prepared. His presentation was poorly researched and badly organized, and you're disappointed by his lack of effort.

• Before everyone has left the conference room, Jon asks for your feedback. You tell him that his presentation was sloppy and disorganized, and that you had expected better from him.

• Unsurprisingly, Jon is visibly upset, and you immediately regret your comments. You wanted to be honest, but you didn't want to hurt his feelings, especially in front of other people. A month later, Jon hands in his resignation.

• We all have to communicate painful or sensitive information at some point in our careers. And, while it's important to tell the truth, we need to think about how we do it. Tact allows us to be honest, while respecting a person's feelings.

• When we communicate tactfully, we can preserve relationships, build credibility, and demonstrate thoughtfulness. In this article, we'll examine what tact is, and we'll look at how you can develop this important quality.

Communication is to diplomacy as

blood is to the human body.

Whenever communication ceases,

the body of international politics,

the process of diplomacy, is dead,

and the result is violent conflict or

atrophy. -Tran, Van Dinh (1987)

Defining Tact and Diplomacy:

• The ability to assert your ideas

or opinions, knowing what to

say and how to say it without

damaging the relationship by

causing offence.

What is Tact?

• Tact is the ability to tell the truth in a way that considers other people's feelings and reactions. It allows you to give difficult feedback, communicate sensitive information, and say the right thing to preserve a relationship.

• Tact encompasses many things, including emotional intelligence, respect, discretion, self awareness, thoughtfulness, compassion, subtlety, honesty, diplomacy, and courtesy.

• Tact is the art of making a point without

making an enemy.- Isaac Newton

• Diplomacy is the art of letting somebody

else have your way. - David Frost

Why is Tact/Diplomacy

Important?

• The ability to communicate with sensitivity

offers many benefits.

• 1. Tact is important when you have

to deliver bad news or provide critical

feedback, whether in personal or

professional situations.

• 2. Communicating tactfully strengthens

your reputation and builds your credibility.

• 3. It allows you to preserve existing

relationships and build new ones.

• 4. A tactful approach shows character,

maturity, professionalism and integrity.

• 5. Tact also demonstrates good manners. If

you can communicate with grace and

consideration, you'll stand out from the

crowd, and you'll get noticed for the right

reasons. This can lead to career

opportunities.

• 6. Tact can help you to avoid conflict, find

common ground, and allow others to save

face. It can therefore be an important asset

in negotiations and in conflict resolution.

Tip 1:

• Tact is strongly influenced by culture.

• Make sure that you are culturally

alert when providing feedback to people

from a different background.

• Tip 2:

It's great to be tactful, however, you also

need to get your message across and ensure

that your own rights are respected. Make

sure that you handle issues assertively not

submissively, when you are being tactful.

Prerequisites for Successful Tact

and Diplomacy

• The effective use of tact and diplomacy relies on some the following key skills:A high level of common sense

Good judgement and practice

Active listening

Emotional intelligence

Showing empathy

Assertiveness

Rapport

Politeness

How to communicate with Tact &

Diplomacy

• Developing Tact - Use the strategies below

to communicate with tact.

• 1. Create the Right Environment, and Think

Before You Speak.

• 2. Determine the Appropriate Time

• 3. Choose Words Carefully

• 4. Watch Your Body Language

• 5. Never React Emotionally

Strategies for Tact and Diplomacy

• Understanding what is the most appropriate

behaviour and in any given situation can be

problematic; this is due to the unpredictable

nature of communication and of human

relations generally.

• The following strategies are designed to

help you think about how you can plan for

and use tact and diplomacy effectively

especially during negotiation:

• 1. When you’re planning a potentially

difficult conversation you should first focus

on knowing what you want to achieve: what

is your favoured outcome?

• 2. Consider and write down what the

objections might be from others.

• 3. Do not enter into negotiations in an

angry or stressed way. Try to remain calm

and keep an open mind.

• 4. When communicating, listen to what

the other person (or people) has to say.

Watch for non-verbal communication, such

as body language, and their tone of voice to

help you understand their message.

• 5. Negotiate. Discuss how mutual sacrifices can be made to provide a better result for both of you in the long run. Aim to reach a compromise which results in a win-win situation.

• 6. Strengthen your argument by offering time-scales of when you foresee the benefit of your proposals being reached. Be precise in giving figures and dates.

• 7. If possible turn statements into questions. Rather than directly voicing your opinion, turn your statement into a question for the other person to think about. This strategy often allows for more exploration of options – a more open approach than just stating your opinion.

• 8. If the conversation gets heated, try to give yourself room to respond in ways that help rather than inflame a situation.

• 9. Keep an eye on the prize! Keep your

preferred outcome in mind, try not to get

distracted, go off on a tangent or get bogged

down in irrelevant details. Remember to be

assertive – being tactful and diplomatic

does not mean bowing to pressure or giving

up on what you want. Strive for a win-win

outcome.

Examples of Using Tact &

Diplomacy As Managers

• Example 1

• Your boss asks you to take on some of her workload, so that she can leave early on Friday. However, your schedule is full and you're not sure you'll get everything done on time.

• RESPONSE: A tactful response might be, "Thank you for trusting me with some of your responsibilities. I'm sorry that I can't help you this time because of my workload. Is there anything I could help you with next week, when I have more time?"

Example 2

• One of your team members is regularly late for work, and it affects her performance. After another missed deadline, you're tempted to call her out at the staff meeting. Although this might make you feel better in the short term, it's insensitive – a more tactful approach would be to speak with her privately about her tardiness.

• RESPONSE: You could even start with a really gentle approach – for example, "I've noticed you've had trouble getting to work on time. What can I do to help?"

• As you can see, tact reflects emotional sensitivity and increases the likelihood of a positive outcome.

Common Examples

• Below are some common situations where tact can make the difference between a positive and negative experience.

• 1. Letting Team Members Go

• It's never easy to let people go. These situations are often emotional and tense, which is why tact is important.

• 2. Giving Feedback

• It can be difficult to give feedback especially when it's negative. The key to providing effective feedback is to give it frequently, and to do it tactfully.

• 3. Declining an Invitation

• If you decline an invitation with an outright "no," some people may view this as crass or insensitive.

• 5. Handling Disagreements

• Tact is particularly useful in conflict resolution because it can relieve tension, remove blame, and allow both sides to save face.

• 4. Deflecting Gossip

• Your colleague is known as the office gossip, and he's spreading rumours about another colleague when you're in the room. You can tactfully deflect and neutralize the gossip in several ways.

• 6. Giving Presentations

• To be more tactful during presentations don't use jargon or long words that may confuse your audience. Explain complex ideas clearly, so that people don't have to ask for clarification.

6 Rules for Communicating with

Diplomacy and Tact

• Some people seems to know what to say and how to say it in any situation. These people know how to communicate with diplomacy, tact and confidence.

• The way in which we communicate can elicit positive or negative emotions. If we communicate aggressively, without respect or sensitivity, defensive or angry emotions can prevent others from hearing the message we are trying to convey. Communicating with diplomacy and tact is an approach that combines strength and sensitivity and keeps negative emotions at bay.

The Six Rules for Disagreeing

Agreeably

• Rule #1: Give others the benefit of the

doubt. Maybe the person who made that

outrageous generalization isn’t really

insensitive. Maybe this person has had a

painful experience that made him overreact.

• Rule #2: After giving someone the benefit

of the doubt, listen to learn and truly

understand why this person holds this

belief. We must let him/her know we’ve

heard them and we are genuinely trying to

see things from their perspective.

• Rule #3: Always take responsibility for our

own feelings, when disagreeing with

someone. Make a commitment to respond

using “I” statements only. When we begin

with “you” we come off as blaming and

confrontational and immediately put the

other person on the defensive. This reduces

the chance of our point of view being heard.

• Rule #4: Use a cushion. Connect or

“cushion” a different opinion, starting with

“I hear what you’re saying” Or “I appreciate

your view on”. Again, begin with the word

“I” and not “You said…” or it will sound

confrontational.

• Rule #5: Eliminate the words “but” or

“however” from our vocabulary. Once we

have cushioned the other person’s opinion,

use “and,” or pause and say nothing,

following the cushion. Acknowledging the

individual’s point of view and following it

with a “but” or “however” erases the

acknowledgement.

• Rule #6: State our point of view or opinion with relevant and factual evidence. Keep our emotions out of the equation by using the following formula:

• Take time to reflect:What do I think?Why do I think it?What evidence do I have?

• Then speak:“One example is”“This shows that”“Therefore, I think”.

Strive formessage

completeness

Tips for Effective Communication in the

Workplace of Today

Build infeedback

opportunities

Providesocial

interactionopportunities

Don’t assume

immediateresponse

Is themessage

reallynecessary?

Regularlydisconnect

from thetechnology

Providesocial

interactionopportunities

Effective Communication Techniques Ineffective Communication Techniques

Do this more and develop trust: Do this less to avoid conflict and fear:

♦ Active listening, focus on their issues and

how you can better understand them

◊ Interrupting them, focus on your own issues and

prerogatives

♦ Clarifying mutual goals, objectives and

outcomes, allowing different approaches

◊ Being vague about desired outcomes; prescribing what

others should do

♦ Making agreements for mutual advantage;

keeping the agreements or changing them

when necessary; not breaking agreements

◊ Demanding compliance from others; using excuses for

own failures

♦ Releasing energy of people to perform at

their best using all of their talents and skills in

the ways they think best

◊ Controlling energy of people to get them to do exactly

what you want them to do the way you want them to do it

Communication Techniques




♦ Describing desired outcomes and

developing agreement and support

◊ Telling people what to do and demanding compliance

♦ Sharing as much information as possible

with everyone and let them decide if they

need it or not (except for confidential

information)

◊ Withholding information from everyone unless there is a

“need to know;” determining for others whether or not

they need information

♦ Accepting and valuing people as they are,

with all the differences they bring to the

organization

◊ Judging people for how they should be and expecting

them to all be the same (e.g. more like you)

♦ Person-centered, sharing of self so that

people see the humanity of all

◊ Authority-centered, impersonal so that people only see

rank and status




♦ Attitude of problem-avoidance through

planning; fixing problems as soon as they

occur and learning from them without regard

to blame

◊ Attitude of letting things go until something goes wrong

then focusing on fixing the blame rather than the problem

♦ Shared planning and decision-making ◊ Unilateral planning and decision-making

♦ Problem-centered, focusing on what will

work best

◊ Control-centered, focus on showing who is in charge




♦ Rewarding, recognizing, and actively

appreciating excellence

◊ Punishing and blaming for errors, ignoring even

exemplary performance

♦ Emphasis on responsibility and developing

individual initiative

◊ Emphasis on accountability and assigning blame for

errors or failures

Summary

• Tact or Diplomacy is the ability to deliver a difficult message in a way that considers other people's feelings and preserves relationships. It encompasses many things, such as emotional intelligence, discretion, compassion, honesty, and courtesy.

• To develop tact and diplomacy in communication, think carefully before you speak. Always consider how someone else might interpret your words. Use active listening skills, pay attention to your body language, and never react emotionally. However, make sure that you still get your message across, and that you continue to be appropriately assertive.

Check Your Knowledge

Following are a series of

questions for you to complete.

These questions are designed

to check your understanding

of the information you just

reviewed.

Communication Quiz

How may the sender encode a

message?

Verbally or nonverbally. By

speaking, writing, gesturing.

What kinds of channels carry

messages?

Letters, email, memos, TV,

telephone, voice, body. Others?

How does a receiver decode a

message?

Hearing, reading, observing.

When is communication

successful?

When a message is understood

as the sender intended it to be.

How can a communicator

provide for feedback?

Ask questions, watch

responses, don’t dominate the

exchange

Question 1

1. Past experiences

A. have little or no effect on your communication

B. influence your thoughts which in turn become

your attitudes over time

C. are key to empowering you to establish personal

responsibility

D. All of the above

(Click the answer you think is correct.)

You have answered

This answer is incorrect.

Back to Question 1

Click Back to Question 1 (above) to review the question, then

click “B” for further explanation.

A. “have little or no effect on your communication”

You have answered


Back to Question 1



C. “Is key to empowering you to establish personal responsibility”

You have answered


Back to Question 1



D. “All of the above”

You have answered

B. “Influence your thoughts which in turn become your

attitudes over time”

This answer is correct.

Communication doesn’t just happen; your style is based on your experiences that, over time,

develop into a pattern of attitudes and actions.

It is a continuous cycle. Your experiences influence your thoughts. Your thoughts, over time,

become your attitudes. These attitudes become the blueprint for new experiences, which develop

into patterns of behavior.

An awareness of your personal style is critical to begin to transform negative attitudes and

behaviors into positive ones.

It is key to empowering you to establish personal responsibility and accountability in the midst of

changing your behavior. Remember, the only person you can ever really control or change is

yourself.

Continue

2. Acknowledging what the speaker is saying is valuable because

A. It does not mean that you approve or agree with the speaker

B. It allows the speaker to feel understood

C. It is a defensive posture

D. All of the above

E. Only A and B


Question 2

You have answered


Back to Question 2


click “E” for further explanation.

A. “It does not mean that you approve or agree with the speaker“

You have answered


Back to Question 2



B. “It allows the speaker to feel understood“

You have answered


Back to Question 2



C. “It is a defensive posture“

You have answered


Back to Question 2



D. “All of the above“

You have answered

E. “Only A and B”


Continue

Briefly explain the intention of your conversation.

The other person(s) will attend better if they have a basic

understanding of the time and effort they will be bringing to the

conversation.

Use “I” statements to communicate your feelings, and what you

have personally seen, heard, need, or expect.

Do not engage in verbal attacks on the other person; if you need

to criticize, describe the behavior or actions of the other person

that bother you.

State what you need or expect in positive terms

3. Consider the following scenario

You and your office coworkers have worked well together for approximately one year.

Another person has joined the work team and trouble has started. This person appears

very sensitive and frequently complains about being ignored. You and the staff have tried

to include this person in conversation and activities, but the employee went to the

supervisor after two weeks on the job and reported on a long list of office infractions.

Several of the complaints were exaggerated or totally false. The supervisor held a

meeting and firmly stated that department rules must be followed, that the office was too

busy for pettiness, and that future complaints or issues should be settled between the

staff. A preferred way to handle the situation would be which of the following?

A. Tell the coworker how mad they make you.

B. Demand to “have it out” with the coworker while it’s all fresh in your mind

C. Listen not as a critic, and desire to understand your coworker rather than to achieve either

agreement from or change in them

D. Concentrate on what you need to move forward rather than dwell on the other person’s mistakes.

E. B and C

F. C and D


Question 3

You have answered


Back to Question 3


click “F” for further explanation.

A. “Tell the coworker how mad they make you”

You have answered


Back to Question 3



B. “Demand to “have it out” with the coworker while

it’s all fresh in your mind”

You have answered


Back to Question 3



C. “Listen not as a critic, and desire to understand

your coworker rather than to achieve either

agreement from or change in them”

You have answered


Back to Question 3



D. “Concentrate on what you need to move forward

rather than dwell on the other person’s mistakes.”

You have answered


Back to Question 3



E. “B and C”

In managing a conflict you should:1. Concentrate on what you need to move forward rather than dwell on the other person’s

mistakes. Focus on positive results.

2. Summarize the other person’s feelings to make sure that you understand what they are

communicating. Give affirmation to the other person about what they may be feeling.

3. Acknowledge and apologize for any mistakes you may have made.

4. Focus on positive results and make specific requests that will enable the achievement

of those goals.

To manage your emotions:

1. Recognize what you are feeling. Are you angry, embarrassed, or hurt?

2. Do not act on your feelings right away. Don’t make a decision, enter into a

discussion,

or send an email in anger or frustration.

3. Choose an appropriate time and place to communicate.

4. Accept that you are responsible for your emotions; Use “I” statements. Say “I feel angry

when…” rather than “You make me mad…”

You have answered

F. “C and D”


Continue

4. When you want to communicate a long or complex message, you should

A. Let the other person know this may be a long conversation

B. Briefly explain the intent of the conversation

C. Use “I” statements to specifically state your feelings

D. Not engage in blame or verbal attacks

E. All of the above


Question 4

You have answered


Back to Question 4



A. “Let the other person know this may be a long

conversation ”

You have answered


Back to Question 4



B. “Briefly explain the intent of the conversation”

You have answered


Back to Question 4



C. “Use “I” statements to specifically state your

feelings”

You have answered


Back to Question 4



D. “Not engage in blame or verbal attacks”

You have answered

E. “All of the above”


Continue

When communicating long or emotional messages, you should

Briefly explain the intention of your conversation.

The other person(s) will attend better if they have a basic

understanding of the time and effort they will be bringing to the

conversation

Use “I” statements to communicate your feelings, and what you

have personally seen, heard, need, or expect.

Do not engage in verbal attacks on the other person; if you need

to criticize, describe the behavior or actions of the other person

that bother you.

State what you need or expect in positive terms

Attributions & Sources Consulted

• Brenda Watkins & Celeste Fenton: Effective

Communication in the workplace. Retrieved

from - [email protected] via slideshare.net

• Bartol, Tein, Matthews, Martin. Managerial

Communications. Copyright 2005

McGraw-Hill Australia Pty Ltd from

Management: A Pacific Rim Focus

Attributions & Sources Consulted

• Caug124. 6 Rules for Communicating with Diplomacy and Tact. Retrieved from http://blog.dalecarnegie. com/leadership/on Feb. 16, 2016

• The Art of Tact and Diplomacy. Retrieved from-http://www.skillsyouneed.com/ips/tact-diplomacy.html

• Mindtools Editorial Team. How to be Tactful -Responding With Diplomacy and Grace. Retrieved from-https://www.mindtools.com/pages/article/ tactful.htm