Communicating for
Results
9e
1
The Communication
Process: An Introduction
Key Ideas
•Defining Communication
•A Basic Communication Mode
•Communication Ethics
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1
Consider this . . .
Those who are considered competent
communicators will be Capable of sharing
information and opinions, managing conflict,
Involving others in decision making, tolerating
disagreement, and in general, will be highly
skilled in face-to-face communication.
Jablin & Sias, Communication Competence . In Jablin & Putnam,
The New Handbook of Organizational Communication, Sage, 2001, p. 845.
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2
Case Study: Facebook Falters
Read or describe the case study
Answer the following questions:
Where in the basic model did this
communication error occur?
How could this error have been
prevented?
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3
Communication Model
Environment
Internal
Noise
Internal
Noise
Stimulus; Motivation
Stimulus; Motivation
Encoding
Internal
Noise
(Code; Channel)
Decoding
(Feedback)
Decoding
(Code; Channel)
Encoding
Frame of Reference
Frame of Reference
Environment
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Communication Model
Person A / Person B
Person B
Person A
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5
Communication Model
Motivation
Stimulus; Motivation
Stimulus; Motivation
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Communication Model
Encoding
Stimulus; Motivation
Stimulus; Motivation
Encoding
Encoding
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Communication Model
Decoding
Stimulus; Motivation
Encoding
Stimulus; Motivation
Decoding
Encoding
Decoding
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Communication Model
Decoding
Stimulus; Motivation
Encoding
Stimulus; Motivation
Decoding
Frame of Reference
Encoding
Decoding
Frame of Reference
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9
Frame of Reference:
Leveled
Condensed
Assimilated
Embellished
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Michael Newman/PHOTOEDIT
No identical frames of reference
Communication fallacy
Moving up and down messages become:
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Differences in Cultural Values (Fig. 1.2)
Americans
Japanese
Arabs
1. Freedom
1. Belonging
1. Family Security
2. Independence
2. Group Harmony
2. Family Harmony
3. Self-Reliance
3. Collectiveness
3. Parental Guidance
4. Equality
4. Age/Seniority
4. Age
5. Individualism
5. Group Consciousness
5. Authority
6. Competition
6. Cooperation
6. Compromise
7. Efficiency
7. Quality
7. Devotion
8. Time
8. Patience
8. Patience
9. Directness
9. Indirectness
9. Indirectness
10. Openness
10. Go-between
10. Hospitality
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Communication Breakdown
Created by value differences
Value differences result in different
Frames of Reference
Different Frames of Reference affect
encoding and decoding >
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12
Communication Breakdown
Remember the message that counts is the
one that is received
Check message reception through
paraphrase
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Downward Communication
Through the five levels of management . . .
MESSAGE
AMOUNT RECEIVED
Written by the board of directors
100%
Received by the vice president
63%
Received by the general supervisor
56%
Received by the plant manager
40%
Received by the general foreman
30%
Received by the worker
20%
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14
Communication Model
Decoding
Stimulus; Motivation
Encoding
Stimulus; Motivation
Decoding
Frame of Reference
Encoding
Decoding
Frame of Reference
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15
Communication Model
Codes
Stimulus; Motivation
Encoding
Decoding
Frame of Reference
Code
Code
Environment
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Stimulus; Motivation
Decoding
Encoding
Frame of Reference
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Communication Code
Language (verbal) – spoken or written words
Paralanguage (vocal) – tone, pitch, volume
Nonverbal (visual) eye contact, facial
expressions, posture
Vocal and
Visual Code
69%
Verbal Code
31%
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17
Communication Model
Channel
Stimulus; Motivation
Encoding
Decoding
Frame of Reference
Code; Channel
Code; Channel
Environment
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Stimulus; Motivation
Decoding
Encoding
Frame of Reference
18
Channel Selection
Not all channels have the same capacity
The amount of information a channel can
convey is called Channel Richness
Factors to consider when choosing a channel
Importance of the message
Needs and abilities of receiver
Feedback requirements
Need for permanent record
Cost
Formality desired
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Choosing the Best Channel (Table 1.2)
Use Face-to-Face
Send Written Message
Send Electronic Message
Immediate feedback needed
Immediate feedback not
needed
Immediate feedback not
needed, but speed important
Permanent record not needed
Permanent, verifiable record
needed
Permanent record not needed
Topic emotional, confusing,
or complex; discussion
required
Exact wording important;
careful planning required
Message explicit, little
interpretation needed,
transferred quickly
Message important and new,
and/or group cohesion
needed
Follow-up face-to-face
meeting needed
Information used to support
or expand face-to-face
meeting
Confidence and trust need
developing
Content more important than
feelings
Speed, cost, or convenience
crucial
Convenient and economical
to assemble audience
Audience large and
geographically dispersed
Audience large and
geographically dispersed but
speedy back-and-forth
messages important
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20
Email/Blog Channel: Adding Emotion
IMHO
LOL
:-) or :)
:( or :-(
:-0
BTW
<g>
ROFL
:-l
:-@
In my humble opinion
Laughing out loud
Happy
Sad
Yelling or shocked
By the way
Grin
Rolling on floor laughing
Frowning
Screaming
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21
Communication Model
Feedback
Stimulus; Motivation
Encoding
(Code; Channel)
Stimulus; Motivation
Decoding
(Feedback)
Decoding
Frame of Reference
(Code; Channel)
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Encoding
Frame of Reference
22
Advantages of Feedback
Improves accuracy and productivity
Increases employee job satisfaction
Less role conflict and ambiguity
Lower stress, absenteeism and turnover
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Disadvantages of Feedback
Can cause people to feel under attack
It is time-consuming to give and receive
It is difficult to elicit
Negative past experiences at giving and
receiving feedback
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24
Receiving Feedback From Others
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Michael Newman/PHOTOEDIT
Tell people you want feedback
Identify the areas in which you want
feedback
Set aside regular time for feedback
sessions
Select proper channel
Use silence to encourage
feedback
Continued> 25
Receiving Feedback From Others (cont.)
Michael Newman/PHOTOEDIT
Watch for non-verbal responses
Ask questions
Paraphrase
Use statements that encourage feedback
Reward feedback
Follow-up
Continued>
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26
Giving Feedback to Others
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© Jason Harris
Direct toward behavior not the person
Descriptive rather than evaluative
language
Sharing ideas not giving advice
Share only essential information
Immediate and well-timed
Allow for face-saving
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Communication Model:
Environment
Stimulus; Motivation
Encoding
Environment
(Code; Channel)
Stimulus; Motivation
Decoding
(Feedback)
Decoding
Frame of Reference
(Code; Channel)
Environment
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Encoding
Frame of Reference
28
Elements of the Environment
Time
Location (physical environment)
The room
The setting in the room
Noise level in the room
Social environment (Climate)
Relationships with people present
Prevailing attitudes of the people
present
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29
Communication Model
Noise (Internal/External)
Environment
Internal
Noise
Stimulus; Motivation
Encoding
Internal
Noise
(Code; Channel)
Internal
Noise
Stimulus; Motivation
Decoding
(Feedback)
Decoding
Frame of Reference
(Code; Channel)
Environment
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Encoding
Frame of Reference
30
Types of External Noise
Speaker’s poor grammar
Phones ringing
Papers being shuffled
People talking
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31
Types of Internal Noise
Physical illness
Lack of knowledge on the topic
Lack of sleep
Preoccupation with other problems
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32
Communicator Quiz
Directions: For each of these statements about your communication, select one of the
following answers: (A) Usually, (B) Sometimes, or (C) rarely.
1.
2.
3.
4.
5.
6.
Do you knowingly stimulate and motivate the receiver of the message?
Do you try to encode ideas so they will fit into the frame of reference of the receiver?
Do you try to decode messages using the sender’s frame of reference?
Do you try to send each message by the nonverbal, paralanguage, and language codes?
Do you try to improve your communication successes by controlling the environment?
Do you let the importance of the message and the ability of the receiver determine the
channel you select?
7. Do you realize that 100 percent communication is unlikely and therefore plan for ways
to avoid possible misunderstandings?
8. When you communicate, do you remember that the only message that counts is the one
received?
9. Do you avoid becoming defensive and placing blame when communication breakdown
occurs?
10. Do you view feedback as absolutely necessary for successful communication, and
therefore both give and receive feedback on a regular basis?
Check answers at back of book
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33
Ethics Defined
Ethics…are the standards by which behaviors
are evaluated for their morality; their rightness
or wrongness. When applied to human
communication, ethics are the moral principles
that guide our judgments about the goof and
bad, right and wrong, of communication.
Kenneth Lay
(Former Enron Chairman)
Jeff Skilling
(Shockley-Zalabak, 2008)
(Former Enron CEO)
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34
The Public’s View of Ethical Standards
2002
2003
2004
2005
2006
2007
2008
Nurses
79
83
79
82
84
79
84
Druggists, pharmacists
67
67
72
67
73
67
70
High School Teachers
64
—
—
64
—
—
65
Medical doctors
63
68
67
65
69
63
64
Clergy
52
56
56
54
58
53
56
Police officers
59
59
60
61
54
53
56
Funeral Directors
39
—
—
44
—
—
47
Accountants
35
—
—
39
—
—
38
Journalists
26
25
—
28
26
—
25
Bankers
36
35
36
41
37
35
23
Building Contractors
20
—
—
20
—
—
22
Lawyers
18
16
18
18
18
15
18
Real estate agents
19
—
—
20
—
—
17
Labor Union Leaders
14
—
—
16
—
—
Business executives
17
18
20
16
18
14
12
Stockbrokers
12
15
—
16
17
—
12
Congresspersons
17
17
20
14
14
Advertising practitioners
9
12
10
11
11
Car salespeople
6
7
9
8
7
Profession
Table 1.3
Percentage of
people as rating
each profession
as having
“High” or
“Very High”
ethical standards
Telemarkarketers
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35
Four Ethical Rules
The utilitarian rule – greatest good for the
greatest number of people
The moral rights rule – protecting
fundamental inalienable rights
The justice rule – equal treatment
The practical rule – the typical person will
find them acceptable
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36
TI Ethics Quiz
Is the action legal?
Does it comply with our values?
If you do it, will you feel bad?
How will it look in the newspaper? >
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37
TI Ethics Quiz
If you know it’s wrong don’t do it.
If you’re not sure, ask.
Keep asking until you get an answer.
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38
Ethical Traps
The trap of necessity
The trap of relative filth
The trap of rationalization
The trap of self-deception
The trap of end justifying the means
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39
Communicating for
Results
9e
1
The Communication
Process: An Introduction
Key Ideas
•Defining Communication
•A Basic Communication Mode
•Communication Ethics
Copyright Cengage © 2011
40