chapter 8 interpersonal communication. understand the transactional model of communication list...
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Understand the transactional model of communication
List common sources of distortion in communication
Identify gender differences in communicationIdentify cultural differences in communicationDescribe and identify the five response styles
Objectives
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
8 -1
Explain how to create a non-defensive communication climate
Recognize assertive communication and utilize I-statements
Improve your active listening skills
…Objectives
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
8 -2
Communication - Defined
Communication is the process by which information is exchanged between
communicators with the goal of achieving mutual understanding
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Transactional Model of Communication
A’s Field of Experience
B’s Field of Experience
Shared Field of Experienceand Symbolic Interactions over Time Communicator B
Communicator A
Noise
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Noise - Defined
Noise is anything that interferes with the intended communication
Three types of noise:EnvironmentalPhysiologicalEmotional
Noise
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Arc of Distortion
What A communicates but does not in
tend
Arc of distortion
What A intends to communicateReceiver
BASender
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Sources of Distortion -Barriers to Communication
Poor relationshipsLack of clarityIndividual differences in
encoding/decodingGenderPerception
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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…Sources of Distortion -Barriers to Communication
CultureMisinterpretation of nonverbal
communicationDefensivenessLack of feedback and clarificationPoor listening skills
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Meaning Lies in People not Words
People are unique so they encode and decode messages differently
Only 7% of meaning comes from words – 55% comes from facial expressions and posture and 38% from vocal intonation and inflection
Words have different connotations for different groups
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Women Concern: connect Maintain relationships Seek and give
confirmation and support Aim for consensus When arguing, ask more
questions and agree more; challenge less
Gender Differences in Communication
Men Concern: status Being one up/not
one down Aim for dominance
GenderRole
StereotypesOrganizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Gender Differences and PowerMen and people of high status talk more than
women and people of low status
In formal meetings, men are more likely to: gain and keep the floor for more time, regardless
of status interrupt others control the topic redefine what women say
But some women in powerful positions
also interrupt others
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Women Are More Likely To...
Be interrupted when they speak Use qualifiers (maybe, perhaps, sort of) Use disclaimers (I’m not really sure…) Phrase orders politely Frame orders as questions Use intensifiers
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Cultural Communication Styles
Low versus high context
Direct versus indirect
Self-enhancement versus self-effacement
Use of silence and nonverbal gestures
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Low Vs. High Context
Low-Context Relies on explicit verbal
messages
Onus on sender to craft and transmit a clear message
Found in individualistic cultures
High-ContextRelies on information
in the physical context or internalized in the person
Onus on listener to “read” meaning into message
Found in collectivist cultures
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Direct Vs. Indirect
DirectExplicit messagesForthright tone of
voice
IndirectImplicit/camouflaged
messagesVerbal statements
hide speaker’s meaning
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Self-enhancement Vs. Self-effacement
Self-enhancementBoast about
accomplishments and abilities
Self-effacementEmphasize humility
Modest talk Verbal restraints Hesitations
Self-deprecation
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Silence and NonverbalGesture
Interpreted differently across cultures:Silence
Respect Disapproval Harmony Lack of understanding
Nonverbal gestures Body movements Facial expressions Tone of voice
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Response Styles
EvaluativeInterpretiveSupportiveProbingUnderstanding
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Defensive/Non-defensive Communication Climates
Defensive Climates Evaluation Control Strategy Neutrality Superiority Certainty
Supportive Climates Description Problem orientation Spontaneity Empathy Equality Provisionalism
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Assertiveness Defined
Nonassertive----Assertive----Aggressive (No influence) (Positive (Negative influence) influence)
The ability to communicate clearly and directly what you need or want
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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I-Statements
Effect
Feeling
Behavior
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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When you come late to class, it disrupts what’s going on and we have to
stop to orient you and figure out what group you should join –
and that’s annoying
I-Statements
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Congruent Communication
Thoughts FeelingsFeelings
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Active Listening
Being non-evaluative Paraphrasing Reflecting implications Reflecting underlying feelings Inviting further contributions Using nonverbal response
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Communication Channels
Rich communication (multiple channels): Verbal Visual Nonverbal Emotional
e.g., face-to-face
Lean communication (limited channels): Language alone
e.g., e-mail, emoticons
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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