Business Communication Chapter 2 PDF

CHAPTER 2 Interpersonal Communication and Emotional Intelligence Access the text alternative for slide images. © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. ...

CHAPTER 2 Interpersonal Communication and Emotional Intelligence Access the text alternative for slide images. © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.  Learning Objectives 1 2.1 Describe the interpersonal communication process and barriers to effective communication. 2.2 Explain how emotional hijacking can hinder effective interpersonal communication. 2.3 Explain how self-awareness impacts the communication process. 2.4 Describe how self-management impacts the communication process. 2.5 Explain and evaluate the process of active listening. © McGraw Hill LLC 2  Learning Objectives 2 2.6 Describe and demonstrate effective questions for enhancing listening and learning. 2.7 Explain strategies to sight-read the nonverbal communication of others. 2.8 Identify common communication preferences based on motivational values. 2.9 Explain how extroversion-introversion impacts interpersonal communication. 2.10 Explain the role of civility in effective interpersonal communication and the common types of incivility in the workplace. © McGraw Hill LLC 3  Why Does This Matter? Interpersonal Skills Employees say these are most important. Job recruiters identify oral communication and listening as most important. Emotional Intelligence Foundation of effective interpersonal communication. © McGraw Hill LLC 4  Understanding the Interpersonal Communication Process 1 Interpersonal Communication Process Sending and receiving verbal and nonverbal messages between two or more people. The exchange of simultaneous and mutual messages to share and negotiate meaning between those involved. Meaning. Encoding. Decoding. © McGraw Hill LLC 5  Figure 2.1 The Interpersonal Communication Process Access the text alternative for slide images. © McGraw Hill LLC 6  Understanding the Interpersonal Communication Process 2 One goal of interpersonal communication is to arrive at shared meaning. The people involved in interpersonal communication attain the same understanding about ideas, thoughts, and feelings. Many barriers interfere with achieving shared meaning. © McGraw Hill LLC 7  Understanding the Interpersonal Communication Process 3 Physical Noise Physiological Noise External noise that makes a Internal noise. message difficult to hear or otherwise receive. Ex., hearing problems, illness, Ex., loud sounds. and memory loss. Semantic Noise Psychological Noise Communicators apply different Interference due to attitudes, meanings to the same words or ideas, and emotions experienced phrases. during an interpersonal interaction. Especially occurs when strong Influenced by current moods, emotions are involved. preexisting feelings or stereotypes. © McGraw Hill LLC 8  Understanding the Interpersonal Communication Process 6 Filter of Lifetime Experiences Accumulation of knowledge, values, expectations, and attitudes based on prior personal experiences. The more shared experiences, the easier communication is. © McGraw Hill LLC 9  Emotional Hijacking Emotional Intelligence (EQ) Understanding and managing emotions to serve goals. Empathizing and effectively handling relationships with others. Single best predictor of workplace performance. Emotional Hijacking A situation in which emotions control our behavior causing us to react without thinking. © McGraw Hill LLC 10  Figure 2.3 Neuropathways of Signals Entering the Brain Access the text alternative for slide images. © McGraw Hill LLC 11  Domains of Emotional Intelligence Self-awareness Self-management Relationship Empathy management © McGraw Hill LLC 12  Table 2.2 Emotional Intelligence Dimensions, Related Impacts on Interpersonal Communication, and Strategies for Improvement 1 EQ Dimension Impact on Interpersonal Communication Self-awareness Low self-awareness The foundation for Unaware of own emotional states and related impacts emotional intelligence. on communication. Involves accurately understanding your Unaware of triggers that lead to emotional hijacking and emotions as they occur and making judgmental, rash, or unfair comments. how they affect you. Particularly important for Unaware of strengths and weaknesses of own stressful and unpleasant communication abilities. situations. High self-awareness Triggers. Aware of own emotional states and related impacts on communication. Aware of triggers and related tendencies to say the wrong thing. Aware of strongest communication skills. © McGraw Hill LLC 13  Table 2.2 Emotional Intelligence Dimensions, Related Impacts on Interpersonal Communication, and Strategies for Improvement 2 EQ Dimension Impact on Interpersonal Communication Self-management Low self-management Unable to control impulses. Frequently vent frustrations without a constructive work Ability to use awareness of your emotions to stay purpose. flexible and to direct your Spend a higher percentage of work conversations on small behavior positively. talk, gossip, and non-work-related issues. Involves the discipline to React defensively and with a me-first attitude when threats hold off on current urges are perceived. to meet long-term intentions. High self-management Involves responding Control emotional impulses that are not aligned with work productively and and relationship goals. creatively to negative feelings. Discuss frustrations in the context of solving problems and improving relationships. Mitigating Spend a higher percentage of work conversations on work- information. related topics with a focus on solutions. When threats are perceived, seek to de-escalate interpersonal tensions and resolve issues at hand. © McGraw Hill LLC 14  Table 2.2 Emotional Intelligence Dimensions, Related Impacts on Interpersonal Communication, and Strategies for Improvement 3 EQ Dimension Impact on Interpersonal Communication Empathy Low empathy Fail to listen carefully to others. the “ability to accurately pick up on emotions in Direct conversations to topics that are important to self. other people and Avoid volunteering to help others with their work assignments. understand what is really going on with them.” Engage in a me-first approach to work with colleagues. High empathy Listening. Attempt to understand the feelings, perspectives, and needs Sight-reading of others. nonverbal communication. Direct conversations to topics that focus on the needs of others and self. Volunteer advice or help to others as appropriate. Show a sincere interest in others: their efforts, their ideas, and their successes. © McGraw Hill LLC 15  Table 2.2 Emotional Intelligence Dimensions, Related Impacts on Interpersonal Communication, and Strategies for Improvement 4 EQ Dimension Impact on Interpersonal Communication Relationship Low relationship management management Focus exclusively on the task at hand without paying attention to rapport-building. Remain silent to avoid discussions about differences of opinions, or attempt to silence the dissenting opinions of others. Provide indirect and vague feedback and ideas to others. Disregard feedback and constructive criticism, discourage dissent. Respond to others only when it’s convenient. High relationship management Build rapport with others to focus on collaboration. Speak out constructively about differences of opinion. Provide direct and constructive feedback to others. Accept and even welcome feedback and constructive criticism. Encourage contrarian views. Respond to others when it’s convenient for them. © McGraw Hill LLC 16  Empathy Developing Empathy Empathy is the “ability to accurately pick up on emotions in other people and understand what is really going on with them.” Listening. Sight-reading nonverbal communication. © McGraw Hill LLC 17  Skills Category Table 2.4 1. Oral communication Communication 2. Listening skills Communication Most 3. Adaptability Teamwork Important 4. Written communication 5. Presentation skills Communication Communication Skills for 6. Value opinions of others Teamwork 7. Integrity Leadership Managers 8. Follow a leader Teamwork 9. Drive Leadership 10. Cross-cultural sensitivity Teamwork 11. Quantitative analysis Technical 12. Qualitative analysis Technical 13. Innovation and creativity Leadership 14. Core business knowledge Technical Note: Survey included 25 important communication, 15. Ability to inspire others Leadership leadership, technical, teamwork, and management Source: Graduate Management Admission Council. (2017). Corporate recruiters survey report 2017. Reston, VA: GMAC skills. The top 15 skills are listed here. © McGraw Hill LLC 18  Active Listening 1 What Is Active Listening? “A person’s willingness and ability to hear and understand.” Active-Listening Components Paying attention. Holding judgment. Reflecting. Clarifying. Summarizing. Sharing. © McGraw Hill LLC Monkey Business Images/Shutterstock 19  Active Listening 3 Paying Attention Involves devoting your whole attention to others and allowing them enough comfort and time to express themselves completely. As others speak to you, try to understand everything they say from their perspective. Requires active nonverbal communication. © McGraw Hill LLC 20  Holding Judgment 1 Holding Judgment People will share their ideas and feelings with you only if they feel safe. Particularly important in tense and emotionally charged situations. Demonstrate a learner mind-set rather than a judger mind-set. © McGraw Hill LLC 21  Reflecting Thinking about the ideas and emotions of others. To make sure you really understand others, you should frequently paraphrase what you’re hearing. Types of Effective Examples Reflecting Statements It sounds to me like... Lisa: It sounds to me like you think we should replace annual performance reviews with continuous performance reviews because continuous reviews improve employee performance and morale. So, you’re not happy with Jeff: So, you’re not happy with this transition unless we... carefully evaluate all of the costs, is that right? Is it fair to say that you Lisa: Is it fair to say that you think we should make this think... change even if we don’t know all the costs? Let me make sure I Jeff: Let me make sure I understand your view. Are you understand... saying that we can understand the costs better by... ? © McGraw Hill LLC 22  Clarifying Making sure you have a clear understanding of what others mean. Double-checking that you understand the perspectives of others and asking them to elaborate and qualify their thoughts. Types of Effective Example Clarifying Statements What are your thoughts on. Lisa: What are your thoughts on considering other ways of conducting..? annual reviews more effectively? Could you repeat that? Jeff: Could you repeat what you just said about evaluating the costs of continuous reviews? I’m not sure I understand.. Lisa: I’m not sure I understand why the problems with our current annual. review process mean that we should move away from annual reviews. Do you know of companies that are using annual reviews more effectively than we are? Could you explain how... ? Jeff: Could you explain how you would calculate the costs of a continuous review system? What might be your role in. Lisa: What roles will Steve and Lisa have in helping us understand what..? employees think of the current review process? © McGraw Hill LLC 23  Summarizing and Sharing Summarizing Sharing Restate major themes so that Active listening also involves you can make sense of the big expressing your own issues from the perspective of perspectives and feelings. the other person. Types of Effective Example Summarizing Statements So, your main concern Jeff: So, your two main concerns are that moving to a continuous is... review process will be costly and impractical. The software and time needed in the process will cost far more than what we invest in an annual review process. Also, it may be difficult to get all employees to participate often in this process. Is that right? It sounds like your key Lisa: It sounds like you have a few key points. Continuous points are... feedback systems improve morale and performance at each of the companies you’ve learned about. Also, your contacts at these companies think evaluating the costs of the software is easy, but evaluating the costs of time invested by employees is not possible. Is that correct? © McGraw Hill LLC 24  Recognizing Barriers to Effective Listening Barriers Lack of time. Lack of patience and attention span. Image of leadership. Communication technology. Fear of bad news or uncomfortable information. Defending. “Me too” statements. Giving advice. © McGraw Hill LLC 25  Avoiding the Traps of Empathy Givers Frequently help others out in the workplace, sometimes at the expense of their individual performance. Three potential barriers to performance associated with empathy: Timidity. Availability. Emotional concern for others. © McGraw Hill LLC 26  Sight-Reading Nonverbal Communication and Building Rapport Learning to Sight-Read Consciously practice each day. Pay attention to congruence. Sight-read in clusters, not in isolation. Sight-read in context. © McGraw Hill LLC 27  Paying Attention to Nonverbal Cues 1 Synchronizing Make others more comfortable talking to you by synchronizing your body language with theirs. As you synchronize, attempt to convey emotions appropriate to the conversation. Coordination of moods is the essence of rapport. © McGraw Hill LLC 28  Paying Attention to Nonverbal Cues 2 Nonverbal Signals Eyes. Smiles and Nods. Hands and Arms. Touch. © McGraw Hill LLC Left: Caia Images/Glow Images ; Right: Image Source/Getty Images 29  Relationship Management Relationship Management Using your awareness of emotions and those of others to manage interactions successfully. Adapting communication to the preferred styles of others and ensuring civility in the workplace. © McGraw Hill LLC 30  Maintaining Civility and Avoiding Gossip 1 Incivility in Society and the Workplace A recent survey showed that incivility is common in the workplace. Especially common in retail stores. Many employees who are targets of incivility lose work time or leave their jobs. © McGraw Hill LLC 31  Common Types of Incivility in the Workplace Ignoring others. Treating others without courtesy. Disrespecting the efforts of others. Disrespecting the privacy of others. Disrespecting the dignity and worth of others. © McGraw Hill LLC 32  Maintaining Civility and Avoiding Gossip 2 Responding to Gossip and Complaining Gossip involves talking about others behind their backs. Confirmation bias involves tendency to look for support of our beliefs and opinions from others. Responding to employees who complain: Reserve judgment and give colleagues benefit of the doubt. Tactfully provide counter-narratives. Focus on solutions. © McGraw Hill LLC 33  Maintaining Civil Communications 1. Slow down and be present in life. 2. Listen to the voice of empathy. 3. Keep a positive attitude. 4. Respect others and grant them plenty of validation. 5. Disagree graciously and refrain from arguing. 6. Get to know people around you. 7. Pay attention to small things. 8. Ask, don’t tell. © McGraw Hill LLC 34  www.mheducation.com © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.