Communicating at Work
Changes Affecting the
Workplace
• Expanded team-based
management
• Innovative communication
technologies
• New work environments
• Increasingly diverse workforce
Success in the new workplace requires
excellent communication skills.
The Communication Process
Basic Model
The Communication Process
Basic Model
1.
Sender
has idea
The Communication Process
Basic Model
1.
Sender
has idea
The Communication Process
Basic Model
1.
Sender
has idea
2.
Sender
encodes
idea in
message
The Communication Process
Basic Model
1.
Sender
has idea
2.
Sender
encodes
idea in
message
The Communication Process
Basic Model
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
The Communication Process
Basic Model
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
The Communication Process
Basic Model
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
4.
Receiver
decodes
message
The Communication Process
Basic Model
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
4.
Receiver
decodes
message
The Communication Process
Basic Model
5.
Feedback travels
to sender
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
4.
Receiver
decodes
message
The Communication Process
Basic Model
5.
Feedback travels
to sender
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
4.
Receiver
decodes
message
The Communication Process
Basic Model
5.
Feedback travels
to sender
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
4.
Receiver
decodes
message
The Communication Process
Basic Model
5.
Feedback travels
to sender
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
6.
Possible additional
feedback to receiver
4.
Receiver
decodes
message
The Communication Process
Basic Model
5.
Feedback travels
to sender
1.
Sender
has idea
2.
Sender
encodes
idea in
message
3.
Message
travels
over
channel
6.
Possible additional
feedback to receiver
4.
Receiver
decodes
message
The Communication Process
Expanded Model
Barriers to Interpersonal
Communication
• Bypassing
• Limited frame of reference
• Lack of language skills
• Lack of listening skills
• Emotional interference
• Physical distractions
Understanding is shaped by
•
Communication climate
•
Context and setting
•
Background, experiences
•
Knowledge, mood
•
Values, beliefs, culture
Barriers That Block the
Flow of Information in
Organizations
•
•
•
•
Closed communication climate
Top-heavy organizational structure
Long lines of communication
Lack of trust between management
and employees
• Competition for power, status,
rewards
Additional Communication
Barriers
• Fear of revenge for honest
communication
• Differing frames of reference among
communicators
• Lack of communication skills
• Ego involvement
A Classic Case of
Miscommunication
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
Miscommunication
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
Communication Process
Analysis of Flawed
Communication Process
Sender
has
idea
Warn
boater
Analysis of Flawed
Communication Process
Sender
has
idea
Sender
encodes
message
Warn
boater
“Low
water!”
Analysis of Flawed
Communication Process
Sender
has
idea
Sender
encodes
message
Channel
carries
message
Warn
boater
“Low
water!”
Message
distorted
Analysis of Flawed
Communication Process
Sender
has
idea
Sender
encodes
message
Channel
carries
message
Receiver
decodes
message
Warn
boater
“Low
water!”
Message
distorted
“Hello
Walter!”
Barriers That Caused
Cronkite Miscommunication
• Frame of reference
• Receiver accustomed to
acclaim and appreciative
crowds.
• Language skills
• Maine accent makes
"water" and "Walter"
sound similar.
• Listening skills
• Receiver more
accustomed to speaking
than to listening.
Barriers That Caused
Cronkite Miscommunication
• Emotional interference
• Ego prompted receiver to
believe crowd was
responding to his celebrity
status.
• Physical barriers
• Noise from boat, distance
between senders and
receivers.
Which of these barriers could be overcome through
improved communication skills?
Overcoming Communication
Barriers
• Realize that communication is
imperfect.
• Adapt the message to the receiver.
• Improve your language and listening
skills.
• Question your preconceptions.
• Plan for feedback.
Organizational Communication
• 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
Through Formal Channels
Downward
Horizontal
Upward
Management directives
Job plans, policies
Company goals
Mission statements
Task coordination
Information sharing
Problem solving
Conflict resolution
Employee feedback
Progress reports
Reports of customer
interaction, feedback
Suggestions for
improvement
Anonymous hotline
Forms of Communication Flowing
Through Formal Channels
Written
Oral
Electronic
Executive memos, letters
Annual report
Company newsletter
Bulletin board postings
Orientation manual
Telephone
Face-to-face conversation
Company meetings
Team meetings
E-mail
Voicemail
Instant Messaging
Intranet
Videoconferencing
MISCOMMUNICATION IN
PRODUCT EVOLVEMENT
As Marketing Requested It
As Sales Ordered It
As Engineering Designed It
As Production
Manufactured It
As Maintenance Installed It
What the Customer
Wanted
Message Distortion
Downward Communication
Through Five Levels of Management
Message
written by board of directors
Amount of message
100%
Message Distortion
Downward Communication
Through Five Levels of Management
Message
written by board of directors
received by vice-president
Amount of message
100%
63%
Message Distortion
Downward Communication
Through Five Levels of Management
Message
written by board of directors
Amount of message
100%
received by vice-president
63%
received by general supervisor
56%
Message Distortion
Downward Communication
Through Five Levels of Management
Message
written by board of directors
Amount of message
100%
received by vice-president
63%
received by general supervisor
56%
received by plant manager
40%
Message Distortion
Downward Communication
Through Five Levels of Management
Message
written by board of directors
Amount of message
100%
received by vice-president
63%
received by general supervisor
56%
received by plant manager
40%
received by team leader
30%
Message Distortion
Downward Communication
Through Five Levels of Management
Message
written by board of directors
Amount of message
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 Organizational
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 Traps
• 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 Traps
• 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 the
Right 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 the
Right 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 Question