Listening and Communication CM4203 2024 Past Paper PDF

Communications CM4203 Interpersonal Communication: Listening to Undertand Dr Caoilfhionn Ní Bheacháin  Leadership is about leading the way – being the first to confront problems and enter zones of conflict and danger.  “Listeningis the golden key that o...

Communications CM4203 Interpersonal Communication: Listening to Undertand Dr Caoilfhionn Ní Bheacháin  Leadership is about leading the way – being the first to confront problems and enter zones of conflict and danger.  “Listeningis the golden key that opens the door to human relationships”  William Ury Ury – a seasoned negotiator says we need ‘listening processes’ rather than peace talks.  “Listening is the central skill in the establishment and maintenance of interpersonal relationships. No matter what type of relationship – professional, personal, neighbourly, romantic – listening is the skill that forms the bond and keeps the relationship moving forward”  O’Rourke (2007) Listening  Hearing is the involuntary physiological process of receiving sound waves.  Listening involves the selective process of attending to, hearing, understanding and remembering aural symbols.  “Real, genuine listening needs to be learned and practiced every day” – William Ury Responsibility of the audience in a presentation, interview etc.  Active listening  Active listening is an intrapersonal and interactive process in which we actively focus on, interpret, and respond verbally and non- verbally to messages. Passive vs active listening Active listening, is listening with the Passive listening takes intention of relatively little energy, understanding what as you know from when another person is saying you pay half-hearted Work attention - either be by Classroom choice or by habit. Public presentation Passive listening can be appropriate at the end of a long day when you just want to relax on front of the TV. Slide 10.7  1. Not listening  2. Pretend listening  3. Seven Partially listening  4. Focused listening Levels of Listening  5. Interpretive listening  6. Interactive listening  7. Engaged listening: Slide 10.8 Listen to understand  Without effective listening, the appropriateness of a receiver’s response is severely diminished.  https://www.youtube.com/watch?v =IXB0XCw_jnQ Simon Sinek Slide 10.9 Types of Listening  Pleasurable  Discriminative - primarily used for understanding and remembering – listening to instructions, learning etc.  Critical - when we suspect that we may be listening to a biased source of information  Empathic Listening: important for…  gaining business  Learning and remembering information  Helping us make decisions  Understanding Employee and Customer needs  Building trust and morale  Resolving conflict Become a better listener In our louder and louder world, says sound expert Julian Treasure, "We are losing our listening." Treasure asks us to re-tune your ears for conscious listening -- to other people and the world around you. Listening – Ted Talk  https://www.youtube.com/watch?v=cSohjlYQI 2A  Listening is how we read people  Tips to be a successful listener Immerse yourself in “silence”. Julian Treasure says the brain develops filters for sound so that it doesn't become overwhelmed by stimuli. Cocktail party effect Enjoy the mundane. Focus your mind on sounds you would normally ignore, like your washing machine or a car driving by. This can help you break a habit of drowning out sounds around you when you become distracted. Break soundscapes down and adjust your listening positions. Imagine your mind as a sound mixer, practice jumping among each of the sound channels around you. If you're listening to a song, try listening only to the drums before listening only to the bass line, for example. Filters:  Culture  Attitudes  Values  Expectations  Language  Intentions  Beliefs Julian Treasure talk  Shared soundscapes  Avoid desensitization  “Sonority, the relative loudness of a speech sound, is time and meaning”  Conscious listening creates understanding  Listen consciously to live fully Profile of Management Communication Skills  Approximate Measurements  Listening – 45% used  Speaking – 30% used  Reading – 16% used  Writing – 9% used Angell (2004) Benefits of better listening:  Listening demonstrates acceptance  It promotes problem-solving abilities  It increases the speaker’s receptiveness to the thoughts and ideas of others  It increases the self-esteem of the other person  Listening can help prevent head-on emotional collisions  Listening improves and solidifies business relationships Listening Liabilities  Poor listening habits can become significant professional liabilities in business. Listening Liabilities  External noise  Internal noise  Message noise  Channel Deficiencies  Poor listening habits can become significant professional liabilities in business.  External Noise  External sounds – ringing telephones, employee chitchat, etc.  Distractions – mobile phones and text messages, etc. Internal Noise  Preoccupation  Self-centred listening  Focusing exclusively on facts and ignoring supporting details, emotional tone  Often in business, listeners fear appearing foolish so they resist asking important questions that could clarify the speaker’s points. Message Noise  Messages that are perceived as uninteresting or challenging – listeners can tune out  Emotionally charged words or messages can interfere with listening because the listeners focus on the emotions  Preconceived ideas and prejudices Channel Deficiencies  The channel can also become a source of distraction  Telephones, Skype etc. can make listening more difficult – listeners do not have the benefit of observing non-verbal behaviours Improving Listening  Pay attention:  Keefe (1976)  Many believe themselves to be good listeners. But they cannot back up their laudatory self-analysis. One survey of four large companies showed that 77% of supervisors thought they were good listeners. The findings showed that their subordinates felt very differently Ineffective Listening  Hearing problems  Overload  Rapid thought  Noise  Inappropriate approaches to listening Ashenbrenner and Snalling (1988) Additional barriers:  Judgement  Preoccupation  Pseudolistening  Semantics  Excessive talking  Fear Skills of Active Listening  Paraphrase to others as they speak  Reflect feelings  Reflect meaning  Reflect conclusions  Follow through Asking questions that open up conversation rather than shut it down  Not “Do you feel angry?” or “are you delighted with that?”, “you must hate that?”  Open questions make the other party think and identify their own feelings / values / ideas:  How do you feel?  What do you think? Follow Through:  ‘unless you have taken steps that show your employees that you’ve listened to them and intend to take action, they will never speak again. In cases like those, the manager would have been better off never having asked at all’. Tips for better listening: 4 things all great listeners know – YouTube Simon Sinek on listening and seeking feedback  https://www.youtube.com/watch?v=zVm1XV XGg40 (from 3.08) Summary  Questioning, listening and feedback skills are the ‘quiet heroes’ of effective communication.  These skills need as much attention as writing or presentation skills.