Managing Communication

Chapter 16 Managing Communication What Would You Do?     Buckman Labs is facing communication problems Answers to customer questions took too long People were unwilling to share information How can sales reps be matched with the right technical experts? Learning Objectives: Communication After reading the next two sections, you should be able to: 1. explain the role that perception plays in communication and communication problems 2. describe the communication process and the various kinds of communication in organizations Perception and Communication Problems     Basic perception process Perception problems Perceptions of others Self-perception Basic Perception Process   Perception is the process by which individuals attend to, organize, interpret, and retain information about their environments Perceptual filters   how people experience stimuli personality-, psychology-, or experiencedbased differences Basic Perception Process Perception Problems  Selective perception    tendency to notice and accept information consistent with our values and beliefs ignore inconsistent information Closure   tendency to fill in the gaps when information is missing we assume that what we don’t know is consistent with what we do know Perceptions of Others  Attribution theory   we have a basic need to understand and explain the causes of other people’s behaviour causes can be internal or external   internal causes are voluntary or under the individual’s control external causes are involuntary and outside the individual’s control Attribution Error and Bias  Defensive bias   tendency for people to perceive themselves as personally and situationally similar to someone who is in trouble Fundamental attribution error  Tendency to ignore external causes of behaviour and attribute behaviour to internal causes Self-Perception   People generally want to maintain a positive self-image and anything that threatens that can create defensiveness Self-serving bias  tendency of people to attribute success to internal causes and failure to external causes Kinds of Communication      The communication process Formal communications channels Informal communication channels Coaching and counseling: One-on-one communication Nonverbal communication The Interpersonal Communication Process Noise Noise occurs if: 1. 2. 3. 4. 5. the sender isn’t sure about what message to communicate the message is not clearly encoded the wrong communication channel is chosen the message is not received or decoded properly the receiver doesn’t have the experience or time to understand the message Meanings of the Word “Fine” 1. 2. 3. 4. 5. 6. If you exceed the 100-kph speed limit, you may have to pay a fine (penalty) Mario Lemieux turned in a fine performance (excellent) The machine runs at a slow speed, because the tolerance is fine (delicate) The puzzle is difficult to put together because the pieces are so fine (small) Recent experiments have tried to produce drugs that are fine (pure) The pages of that antique book are extremely fine (flimsy) Formal Communication Channels The system of official channels carrying organizationally approved information  Downward communication   Upward communication   from higher to lower levels from lower to higher levels Horizontal communication  among people at the same level Improving Formal Communication    Decrease reliance on downward communication Increase chances for upward communication Encourage greater use of horizontal communication Informal Communication Channels Transmission of messages outside the formal communication channels  The “grapevine”      arises out of informal networks carries highly accurate information information is interesting and timely senders can seek feedback accuracy can be verified Managing the Grapevine    Don’t withhold information from it Feed information to it to keep employees informed Use it as a source of information Coaching and Counselling: One-on-One Communication  Coaching   communicating with someone for the direct purpose of improving the person’s performance Counselling  communicating with someone about non-jobrelated issues that may be affecting performance Nonverbal Communication Any communication that doesn’t involve words.  Kinesics   movements of the body and face Paralanguage  the pitch, rate, tone, volume, and speaking pattern of one’s voice Learning Objectives: Improving Communication After reading the next two sections, you should be able to: 3. explain how managers can manage effective one-on-one communication 4. describe how managers can manage effective organization-wide communication Managing One-on-One Communication     Choosing the right communication medium Listening Giving feedback Improving cross-cultural communication Choosing the Right Communication Medium The method used to deliver an oral or written message  Oral communication   spoken messages such as face-to-face and group meetings and telephone calls Written communication  includes letters, e-mails and memos Listening  Hearing versus listening  Active listening  Empathetic listening Becoming an Active Listener  Clarify responses   Paraphrase responses   ask speaker to explain confusing statements restate what has been said in your own words Summarize responses  review the speaker’s main points Becoming an Empathetic Listener  Show your desire to understand    listen first talk about what’s important to the other Reflecting feelings   focus on the affective part of the message demonstrates understanding Clarifying, Paraphrasing, and Summarizing Responses for Active Listeners  Clarifying    Paraphrasing    Could you explain that again? I don’t understand what you mean What you’re really saying is … If I understand you correctly … Summarizing   Let me summarize … Okay, your main concerns are … Giving Feedback  Destructive feedback   disapproves without any intention of being helpful and almost always causes a negative or defensive reaction Constructive feedback  intended to be helpful, corrective, and/or encouraging Making Feedback Effective  Provide immediate feedback   Provide specific feedback   don’t delay, give feedback while memories are strong focus on particular behaviours under the person’s control Provide problem — oriented feedback  focus on behaviour not personality Improving Cross-Cultural Communication    Familiarize yourself with cultural work norms Know the address terms Understand cultural attitudes toward time Cross-Cultural Temporal Concepts  Appointment time   Schedule time   time when projects should be completed Discussion time   how punctual you must be how much time should be spent in discussion with others Acquaintance time  how much time you must spend with someone before getting down to business Managing Organization — Wide Communication   Improving transmission: getting the message out Improving reception: hearing what others feel and think Improving Transmission: Getting the Message Out      E-mail Online discussion forums Televised/videotaped speeches and conferences Corporate talk shows Broadcast voice-mail Establishing Online Discussion Forums 1. Perform a “knowledge” audit — identify intellectual assets and spread that information throughout the organization 2. Create an online directory — detail workers’ expertise and make it available to all employees 3. Set up discussion groups on the net — people can collaborate on problem solving 4. Reward information sharing — make knowledge sharing part of performance ratings Improving Reception: Hearing What Others Feel and Think  Company hotlines   Survey feedback   information gathered from questionnaires Informal meetings   people can call and leave anonymous comments hear directly what people think Surprise visits  opportunity to talk with people who have little chance to talk with upper management What Really Happened?     Differences of perception existed between sales reps and technical experts Online discussion forums were created K’Netix system appealed to experts, sales reps and customers K’Netix encouraged open and unrestricted communication and has helped people develop innovative solutions