Communication in Teams and Organizations PDF

Chapter 9 Communication in Teams and Organizations Learning Objectives The importance of communica0on Communica0on process model Communica0on Channels Choosing Channels: Media Richness Communica0on Barriers Cross cultural communica0on What is communication? Process by which informa0on...

Chapter 9 Communication in Teams and Organizations Learning Objectives The importance of communica0on Communica0on process model Communica0on Channels Choosing Channels: Media Richness Communica0on Barriers Cross cultural communica0on What is communication? Process by which informa0on is transmi>ed and understood between people Transmi?ng intended meaning (not just symbols) Importance of communication Coordina0ng work ac0vi0es Organiza0onal learning Be>er decision making Changing others’ behavior Employee well-being Communication Process Model Sender Receiver Transmit Message Receive Form Encode Decode encoded message message message message Noise Receive Decode Encode Form encoded feedback feedback feedback feedback Transmit Feedback Improving Communication Coding/Decoding Sender/receiver have similar codebooks Sender is experienced encoding that message Sender/receiver are mo0vated and able to use the selected channel Sender/receiver have shared mental models of the communica0on context Communication Channels Verbal Verbal communica0on uses words, so it includes spoken or wri>en channels Spoken and wri>en channels are very diOerent from each other and have diOerent strengths and weaknesses Wri>en mail has generally been a slower medium however, transmi?ng messages through email, tweets etc. has improved wri>en communica0on eRciency Non-verbal Non-verbal communica0on is any part of communica0on that does not use words. It includes facial gestures, voice intona0on, physical distance, and even silence Choosing the Best Communications Channels Employees have more communica0on channels to choose from than ever before, ranging from physical and digital forms of face-to-face interac0on to a mul0tude of ways to transmit wri>en messages. Which communica0on channel is most appropriate in a par0cular situa0on? Choosing the Best Channels: Synchronicity Extent that the channel requires/allows sender and receiver to communicate at the same 0me (synchronous) or at diOerent 0mes (asynchronous). Depends on: Time urgency (immediacy) Complexity of the topic Cost of synchronous communica0on Whether receiver should have 0me to reXect ©Ariel Skelley/Blend Images/Ge>y Images Choosing Channels: Social Presence Extent that the channel creates psychological closeness to others, awareness of their humanness, and apprecia0on of the interpersonal rela0onship Higher social presence with: Synchronous communica0on Casual/personal message content Higher social presence increases: Empathy InXuence ©Ariel Skelley/Blend Images/Ge>y Images Choosing Channels: Social Acceptance Do others support use of that communica0on channel for that purpose? Depends on: 1. Firm/team norms for using the channel 2. Individual preferences for using the channel 3. Symbolic meaning of the channel Choosing Channels: Media Richness The channel’s data-carrying capacity needs to be aligned with the communica0on ac0vity High richness when channel: 1. Conveys mul0ple cues 2. Allows 0mely feedback 3. Allows customized message 4. Permits complex symbols Use rich communica0on media when the situa0on is nonrou0ne and ambiguous Hierarchy of Media Richness Exceptions to Media Richness Media richness theory doesn’t apply as well to electronic channels because: 1. Able to mul0-communicate through lean channels 2. More varied procciency levels 3. Lean channels have less social distrac0on than do media rich channels Communication Barriers Percep0ons Language Jargon Ambiguity Filtering Informa0on Overload Critical thinking It is reported that execu0ves and managers spend more 0me listening than do workers? Why so? GuOey, Loewy, Rhodes and Rogin ( 2016) Active Listening is an important part of communication h>ps://www.youtube.com/watch?v=t2z9mdX1j4A Active listening Make eye contact, and be engaged Put you own thought on hold Provide feedback, let the person know you are s0ll with them Repeat key facts as feedback Stop interrup0ng the speech Active Listening Process and Strategies Sensing Postpone evaluation Avoid interruptions Maintain interest Active Listening Responding Evaluating Show interest Empathize Clarify the message Organize information Cross-Cultural Communication Verbal diOerences Language Voice intona0on Silence/conversa0onal overlaps Nonverbal diOerences Some nonverbal gestures are universal, but others vary across cultures A Cultural Guide Adopted from Langton, Robbins and Judge ( 2014) Video on Cross Cultural Communication h>ps://www.youtube.com/watch?v=kujUs_6qeUI Organizational Grapevine Early research cndings Transmits informa0on rapidly in all direc0ons Follows a cluster chain pa>ern More ac0ve in homogeneous groups Transmits some degree of truth Changes due to internet Emerging grapevines channels: Email, tweets, etc. Social networks are now global, extends grapevine Grapevine BeneXts/Limitations Benects Fills in missing informa0on from formal sources Strengthens corporate culture Relieves anxiety Associated with the drive to bond Limita0ons Distor0ons might escalate anxiety Perceived lack of concern for employees when company info is slower than grapevine What would you do Aler much discussion and even conXict, your workplace team has cnally agreed on plan B, but you are crmly convinced that plan A is a much be>er op0on. Your team is presen0ng plan B to the whole department and company execu0ves are present. A vice president ask you for your opinion. What would you do?