Communication and presentation skills
The misinterpretation of non-verbal messages is pervasive, influenced by four key factors:
week 2 question.
Ambiguity:
Non-verbal cues lack definitive definitions, fostering a wide spectrum of interpretations.
Continuity:
In contrast to verbal communication, non-verbal signals endure persistently even after verbal
interaction concludes.
Multichannel Nature:
Non-verbal communication employs various channels simultaneously, resulting in robust yet
imprecise holistic interpretations.
Cultural Influence:
Non-verbal behaviors, often culturally nuanced, can give rise to perplexity and
misunderstandings, especially when navigating diverse cultural landscapes.
WEEK 1 Q
Pros of the Transmission Model:
Objective Communication: The model suggests that information is objective and quantifiable,
Measurability and Predictability: It implies that communication can be measured, predicted,
Simplicity and Illustration: The model is simple and can be easily illustrated through diagrams,
Cons of the Transmission Model:
Assumption of Intent: It assumes communication is always intentional, neglecting the
unintentional aspects in human communication.
Contextual Impact: Acknowledges the impact of context, recognizing that the mode of delivery,
the messenger's identity, and the recipient's state of mind influence how a message is received.
Linear Representation: Portrays communication as linear and one-way, overlooking the active
role of the receiver in generating meaning and oversimplifying the process.
Week 4 q
Wasp
Welcome (First-Stage Thinking):
At the conversation's outset, clearly articulate objectives, set the context, and establish the
relationship by addressing why the discussion is relevant and why the participants are
involved.
Acquire (First-Stage Thinking):
In the second stage, concentrate on information gathering. Actively listen, pose questions,
and seek insights from various angles. Emphasize mutual knowledge acquisition through
dialogue.
Supply (Second Stage Thinking):
Transitioning to the third step, summarize the acquired information. Begin considering
options and potential actions, aligning with the initial objectives set at the start of the
conversation.
Part (Second Stage Thinking):
In the concluding stage, explicitly state the conversation's outcome. Define the agreed-upon
action items, specifying who is responsible, setting deadlines, and establishing arrangements
for progress checks. This ensures a clear understanding of the next steps resulting from the
discussion.
Week 9 question
How do I plan a presentation?
Define your objective: certain factors we must be paid attention to in presentation like
material, details, visual aids.
Analyzing your audience: some factors must be taken care of audience numbers, are their
interested in the subject, do they have prior information about it, their expectations from
presentations.
Construct a message: must be clear, single idea, vivid, grab audience attention.
Create structure: create simple structure related to your idea.
Put it on cards: put your idea on to cards will keep it alive and easy to remember.
Adding spice: try using images, examples, analogies, stories, pictures, jokes (but be careful)
Design visuals: such as pictures and graphic forms these are easy to remember.
Rehearse: pay attention to time try using laptop or projector that is not new to you,
avoid turning your back to audience
Diagram 2
First stages of thinking:
First-stage thinking involves our initial attempt to understand reality by
recognizing patterns and ideas. It enables us to make sense of the world by
translating complex elements into language.
Second stages of thinking:
Second-stage thinking involves manipulating the language established in the first
stage to achieve specific outcomes. Once we've named something, such as a cup,
in the first stage, second stage thinking allows us to engage in coherent
discussions about its effectiveness, value, potential uses, or ways to enhance its
design.
Diagram 1
The model had 7 elements:
• an information source, which produces a message.
• a transmitter, which encodes the message into signals.
• a channel to which signals are adapted for transmission.
• a receiver, which decodes the message from the signal
• a destination, where the message arrives.
noise: any interference with the message travelling along the channel that might alter the
message being sent.
● feedback, was introduced in the 1950s.
Q 1 sec
Seven Ways to Improve Your Conversations:
Clarify Your Objective:
Example: Before discussing the project, make it clear that the objective is to finalize the budget
allocation for the upcoming quarter.
Structure Your Thinking:
Example: Organize your thoughts by outlining key points before discussing a complex issue,
ensuring a logical and coherent flow.
Manage Your Time:
Example: Set a time limit for each agenda item during a team meeting to ensure efficiency and
cover all essential topics.
Find Common Ground:
Example: Identify shared goals when discussing a strategy, emphasizing how it aligns with both
personal and organizational objectives.
Move Beyond Argument:
Example: Instead of arguing, focus on problem-solving. For instance, if discussing conflicting
ideas, explore compromises that benefit all parties.
Summarize Often:
Example: Regularly recap key points during a brainstorming session to ensure everyone is on
the same page and to clarify any misunderstandings.
Use Visuals:
Example: When presenting data, incorporate charts or graphs to visually illustrate trends,
making complex information more accessible and engaging for your audience.
Q.2 sec
Skills of Enquiry:
Paying Attention:
Example: During a team meeting, refrain from multitasking and actively listen to each speaker,
maintaining eye contact and nodding to convey engagement.
Treating the Speaker as an Equal:
Example: When discussing ideas with a colleague, acknowledge their contributions and avoid
condescending language to promote a sense of equality in the conversation.
Cultivating Ease:
Example: Create a relaxed environment in a one-on-one discussion by starting with casual
conversation before diving into more formal topics, fostering a comfortable atmosphere.
Encouraging:
Example: When a team member expresses uncertainty about a proposed solution, provide
words of encouragement to build confidence and motivate them to contribute further.
Asking Quality Questions:
Example: Instead of asking yes/no questions, inquire about a colleague's thought process by
asking, "Can you elaborate on the factors influencing your decision?"
Rationing Information:
Example: When providing updates in a project meeting, share pertinent details while avoiding
information overload to ensure clarity and focus.
Giving Positive Feedback:
Example: Acknowledge a team member's innovative idea during a brainstorming session,
highlighting the positive impact it could have on the project
Q3 sec
Type of Interview:
appraisal.
• delegation.
• coaching.
• counselling.
Talk about: Appraisal.
Definition:
An appraisal interview, also known as a performance review or evaluation, is a formal
discussion between an employee and their supervisor or manager. It is conducted to assess
the employee's performance, set goals, provide feedback, and discuss areas for improvement.