Exhibit 9.1 A Circular Model of Interpersonal Communication
Sources: Based on Gabriela Moise, “Communication Models Used in the Online Learning Environment,” The
3rd International Conference on Virtual Learning 2008, ICVL (http://www.icvl.eu/2008), pp. 247–254; and
Wilbur Schramm, The Process and Effects of Mass Communication, 6th ed. (Urbana, IL: University of Illinois
Press, 1965).
Exhibit 9.2 The Leader as Communication Champion
Exhibit 9.3 Why Open the Communication Climate?
An open climate is essential for cascading vision, and cascading is essential because:
Natural Law 1: You Get What You Talk About
A vision must have ample “air time” in an organization. A vision must be shared and practiced by leaders at
every opportunity.
Natural Law 2: The Climate of an Organization Is a Reflection of the Leader
A leader who doesn’t embody the vision and values doesn’t have an organization that does.
Natural Law 3: You Can’t Walk Faster Than One Step at a Time
A vision is neither understood nor accepted overnight. Communicating the vision must be built into continuous,
daily interaction so that over time followers will internalize it.
Source: Based on Bob Wall, Robert S. Slocum, and Mark R. Sobol, Visionary Leader (Rocklin, CA: Prima
Publishing, 1992), pp. 87–89.
Exhibit 9.4 Ten Keys to Effective Listening
Sources: Adapted from Sherman K. Okum, “How to Be a Better Listener,” Nation’s Business (August 1975), p.
62; and Philip Morgan and Kent Baker, “Building a Professional Image: Improving Listening Behavior,”
Supervisory Management (November 1985), pp. 34a–38.
Exhibit 9.5 Dialogue and Discussion: The Differences
Source: Adapted from Edgar Schein, “On Dialogue, Culture, and Organizational Learning,” Organizational
Dynamics (Autumn 1993), p. 46.
Exhibit 9.6 The Johari Window
Source: Based on the Johari Window model by Joseph Luft and Harry Ingham, as depicted in Alan Chapman,
“Johari Window,” http://www.businessballs.com/johariwindowmodel.htm (accessed May 18, 2009); and Duen
Hsi Yen, “Johari Window,” http://www.noogenesis.com/game_theory/johari/johari_window.html (accessed
May 18, 2009).
Exhibit 9.7 A Continuum of Channel Richness
Exhibit 9.8 Dos and Don’ts of Electronic Mail
Do

Use e-mail to set up meetings, to recap spoken conversations, or to follow up on information already
discussed face to face.
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
Keep e-mail messages short and to the point. Many people read e-mail on handheld devices, which have
small screens.

Use e-mail to prepare a group of people for a meeting. For example, it is convenient to send the same
documents to a number of people and ask them to review the materials before the meeting.

Use e-mail to transmit standard reports.

Act like a newspaper reporter. Use the subject line to grab the reader’s attention and reflect what the
message is about. Put the most important information in the first paragraph. Answer any questions—
who, what, when, where, why, and how—that are pertinent.
Don’t

Use e-mail to discuss something with a colleague who sits across the aisle or down the hall from you.
Take the old-fashioned approach of speaking to each other.

Say anything negative about a boss, friend, or colleague via e-mail. And don’t forward the negative
comments of others.

Use e-mail to start or perpetuate a feud. If you get an e-mail that tempts you to respond in a scathing
manner, stop yourself. You may be misinterpreting the message. Even if you’re not, take the high road.

Write anything in an e-mail you wouldn’t want published in a newspaper. E-mail with sensitive or
potentially embarrassing information has an uncanny way of leaking out.
Sources: Based on “15 Dos and Don’ts” box in Andrea C. Poe, “Don’t Touch That ‘Send’ Button,” HR
Magazine (July 2001), pp. 74–80; Michael Goldberg, “The Essential Elements of E-Mail,” CIO (June 1, 2003),
p. 24; and Mary Lynn Pulley and Jane Hilberry, Get Smart! How E-Mail Can Make or Break Your Career and
Your Organization (Colorado Springs, CO: Get Smart! Publishing, 2007).
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