KOM5217 STRATEGIES OF COMMUNICATION
SECOND FACE-TO-FACE MEETING
The Model of Strategic
Communication
O’Hair, D., Friedrich, G.W. & Shaver, L.D. (1998)
Strategic Communication in the Business and the
Profession
Saturday, 12 April 2014
Agenda for Second F2F Lecture
12 April 2014
9:10am to 9:30am: Review of Assignment 1 and
Assignment 2
9:30am to 10:45am: Lecture on the Model of
Strategic Communication
10:45am- 12:00pm: Example of Group Assignment
(Option 3)
The Model of Strategic Communication
Approaches to effective communication strategies:
1. Maintain Candor
2. Keep Messages Accurate
3. Avoid Deception
4. Maintain Consistent Behavior
5. Keep Confidences
6. Ensure Timeliness of Communication
7. Confront Unethical Behavior
8. Cultivate Empathic Listening
The Model of Strategic Communication
1. Maintain Candor
Candor refers to truthfulness, honesty and
frankness in your communication with other
people. Although revealing everything you know
about a situation may not always be appropriate, it
is usually wise and ethical to be as open and frank
about information as possible. Others will take note
and mirror your behavior, creating openness
throughout the organization.
The Model of Strategic Communication
2. Keep Messages Accurate
When you are relaying information from one source
to another, communicate the original message as
accurately as possible.
The Model of Strategic Communication
Keep Messages Accurate
“Messages are usually more accurately
disseminated (sent/received) by means of face-toface communication, as compared to using
technology (such as the phone)”
Ruben, B. (2009: 17).
The Model of Strategic Communication
3. Avoid Deception
Ethical communicators are always vigilant in their
quest to avoid deception – the fabrication,
intentional distortion, or withholding of information
– in their communication
Lecture Week 5: The Model of Strategic
Communication
Avoid Deception
“Intentional or unintentional deceptions may exists
during communication – either by means of
manipulating words or images with the intention of
deceiving others” (Gilchrist, 2008: 32)
Avoid Deception
3.
Avoid Deception
3.
Avoid Deception
3.
Avoid Deception
3.
Avoid Deception
3.
The Model of Strategic Communication
4. Maintain Consistent Behavior
One of the most prevalent yet noticeable areas of
unethical behavior is communicating one thing and
doing another. You must always monitor your
behavior to ensure that it matches what you say to
others.
The Model of Strategic Communication
5. Keep Confidences
When someone tells you something and expects
you not to divulge that information to others, a
sacred trust has been placed on you. Even if you
tell someone else and make him or her promise not
to tell others, you cannot really expect that person
to take you seriously. More often than not, the
original information gets back to the source, and
the confidence that person placed in you is
undermined.
The Model of Strategic Communication
6. Ensure Timeliness of Communication
The timing of messages can be critical. When you
delay sending messages so that others do not fully
benefit, they can (rightly) assume that you have
acted unethically.
The Model of Strategic Communication
7. Confront Unethical Behaviour
To maintain consistent ethical viewpoint, you must
confront unethical behaviour when you observe it.
Public indictment of unethical persons may not be
necessary, but it is important that such people
understand that your own tolerance for unethical
behaviour is low.
The Model of Strategic Communication
8. Cultivate Empathic Listening
By lending a sensitive and empathic ear to those
who are troubled by their own or others’ unethical
behavior, you can better understand and help to
solve the problems associated with these acts.
The Model of Strategic Communication
Strategic Communication means achieving your
potential in four areas:
1.
2.
3.
4.
Goal Setting
Situational Knowledge
Communication Competence
Anxiety Management
The Model of Strategic Communication
1. Goal Setting
Each communication situation can be approached
as a goal-setting activity. You will be more likely to
succeed in your communication if you set clear and
challenging goals for yourself.
The Model of Strategic Communication
Goal Setting Process
Identify the Problem
Specify as exactly as possible what is to be
accomplished from the communication event: the
job, assignment, or responsibility to be completed.
The Model of Strategic Communication
Goal Setting Process
Map Out a Strategy
Determine the level of performance necessary to
achieve the desired goal and create an evaluation
measure that will tell you if you have reached that
level. This measure may be as simple as an informal
checklist that points out specific items necessary for
success, or it may be a complex and sophisticated
formal evaluation form that measures your level of
performance in a variety of categories.
The Model of Strategic Communication
Goal Setting Process
Set a Performance Goal
High goals are preferable to low goals because low
goals may keep you from realizing your full
communication potential. It would be a good idea
to push yourself beyond what you honestly feel
would be your best performance. You will reach
that goal more often than you think.
The Model of Strategic Communication
Goal Setting Process
Identify the Resources Necessary to Achieve
the Goal
Time, equipment, money, favors, encouragement,
and moral support are just a few of the resources
you may need to achieve your goals. Anticipating
your resource needs will strengthen the plans and
actions you take later, and planning how you will
use resources can make your goals more real and
concrete.
The Model of Strategic Communication
Goal Setting Process
Recognise Contingencies That May Arise
Contingencies are events, obstacles or
circumstances that prevent you from reaching your
goal. If you keep in mind Wiio’s Law (“if
communication can fail, it will”), you will anticipate
potential problems such as equipment failure (for
example, overhead and slide projector failures),
hostile people, cramped spaces, time constraints
and even illness.
The Model of Strategic Communication
Goal Setting Process
Obtain Feedback
Feedback clarifies messages and verifies shared meaning.
Feedback also makes goal setting more effective because it
indicates when and where you may need to adjust your
direction or methods so that you are achieving your best.
Feedback can also provide encouragement. If you receive
feedback messages that support your goals and your
progress toward them, you are more likely to reach those
goals and set higher ones in the future.
The Model of Strategic Communication
2. Situational Knowledge
Information that you have (or can collect) about
the requirements for successful communication in a
particular context is situational knowledge. You
greatly improve your chances of successful
communication if you know what is appropriate and
expected of you.
The Model of Strategic Communication
3. Communication Competence
When you plan communication strategically, you
choose a number of factors – such as type of
message, type of channel, style of delivery.
Communication competence also entails adapting
correctly to situational demands.
The Model of Strategic Communication
Communication Competence
Be Specific
Include as many details and definite facts as
possible to prevent vagueness (get straight to the
point)
The Model of Strategic Communication
Communication Competence
Be Accurate
Ensure that what you are communicating is as
authentic and reliable as possible.
The Model of Strategic Communication
Communication Competence
Be Honest
Don’t give in to the temptation to use data, facts
and relationships in ways that are less than
forthright just to strengthen your case.
The Model of Strategic Communication
Communication Competence
Be Logical
Keep in mind that messages are most easily
understood when they follow a logical, rational and
sequential path that others can readily follow.
The Model of Strategic Communication
Communication Competence
Be Complete
Check your potential message to ensure that you
have provided all the information the receiver
requires.
The Model of Strategic Communication
Communication Competence
Be Succinct
While being complete, be as brief or concise as
possible. No one in the professional world has time
for unnecessarily long messages.
The Model of Strategic Communication
Communication Competence
Include Time Frames
All receivers need to know the time frames you
have in mind for acting on your message. When
you need action, give a specific indication in your
message.
The Model of Strategic Communication
Communication Competence
Be Relevant
Make sure that the only people getting your
message are those who need or want it. Sending
messages to just anyone wastes your time and
theirs.
The Model of Strategic Communication
Communication Competence
Be Timely
Be sure to send messages in a timely fashion.
Messages should not arrive too early or too late.
The Model of Strategic Communication
Communication Competence
Ask For Feedback
Ask receivers for feedback to elicit information
about their feelings and reactions to your message.
The Model of Strategic Communication
4. Anxiety Management
Job interviews, meetings with superiors, and group
problem-solving meetings are a few of the many
situations that may cause anxiety on the job.
Control of anxiety is a critical element in effective
and strategic communication.
Anxiety Management
Communication Anxiety Study
A study conducted by Wallenchinsky (1995) among
urban respondents in New York on their
communication skills revealed that 87% felt
uncomfortable during formal communication,
especially when facing a group of audience (giving
speeches)
Anxiety Management
Communication Anxiety
Wallenchinsky’s (1995) study listed the following
top 10 human fears:
10. DOGS
9.
LONELINESS
8.
FLYING
7.
DEATH
6.
SICKNESS
Anxiety Management
Communication Anxiety
5.
4.
3.
2.
DEEP WATER
FINANCIAL PROBLEMS
INSECTS AND BUGS
HEIGHTS
Anxiety Management
Communication Anxiety
1. SPEAKING BEFORE A
GROUP
Anxiety Management
Causes of Communication Anxiety
Novelty
People are especially anxious in new communication
situations.
Anxiety Management
Causes of Communication Anxiety
Formality
Communication situations that require prescribed
actions and behaviors and allow little deviation from
those norms frequently cause anxiety
Anxiety Management
Causes of Communication Anxiety
Subordinate Status
Being in a subordinate position often causes people
to feel intimidated and ill at ease
Anxiety Management
Causes of Communication Anxiety
Conspicuousness
Communication situations that put people at the
center of others’ attention (such as public speaking)
can be uncomfortable
Anxiety Management
Causes of Communication Anxiety
Lack of Skill
A communicator who knows that he/she does not
have the communication skills necessary to be
effective in some situations is likely to feel anxious.
Anxiety Management
Causes of Communication Anxiety
Past Experiences
Failure in certain communication situations (such as
job interviews) may cause anxiety about future
encounters.
Anxiety Management
Causes of Communication Anxiety
Evaluation
Knowing that communication skills are being
assessed can cause anxiety, especially if there is a
lot at stake.
THE END
SECOND FACE-TO-FACE MEETING
APRIL 2014