Business communications

Business communicationsHARSHAD BajpaiObjective of the Course2To understand the importance and the difference of Business Communication To increase

ListeningSpeakingWriting

Effectiveness in business communication.

What is Communication? Communication is the giving and receiving of feedback between individuals and/or groups for the purpose of exchanging information.

3The Communication ProcessSender has an ideaSender encodes the ideaSender transmits the messageReceiver gets the messageReceiver decodes the messageReceiver sends feedback4Basic Communication Model5 Speaker----------------encoding-------------------message-----------------decoding----------------------listener

in successfull communicationsent =received

3 V of Communication6Verbal: What you say: the messageVocal: How you say: music of your voiceVisual: How you seem & who are you

Most powerful element of communication is:Visual! Give importance to visual self, as much as the knowledge and experience.Types of CommunicationNonverbalLess structured, harder to classifyMore spontaneous, less controlVerbalMore structured, easier to studyConscious purpose, more control7Genres of CommunicationWritten CommunicationOral CommunicationMixed CommunicationWritten CommunicationLettersMemosEmailReports/White PapersWeb sitesPromotional MaterialsOther written documents

Oral CommunicationMeetingsConference callsPhone callsPresentationsVideo or audio recordingsOther forms of oral communicationMixed CommunicationWeb sites PowerPoint presentations (spoken and written communication)Performance reviewsInternal CommunicationOfficial structureFormal chain of commandUp, down, across formal power linesThe grapevineInformal networkingUnofficial lines of power12External CommunicationFormal contactsMarketingPublic relationsInformal contactsEmployeesManagers13Business Comm. must be14briefWell-designedprecisespecificShortNet & clearUnderstandable & comprehensive

Common Problem Areas15Sending:Lack of gestures, tone of voice, ambigious words!: Convey the importance of the message.Environment:Noise.Physical obstacles, inadequency of the channels,Receiving:Misinterpretion of any word or behaviour, perceptual filter which reflect all our past experinces and learningProblems in Sending16using technical words for communication to non technical peopleforgetting that the visual and vocal elements are the most important, words less.Ignoring the situation, expectencies and interests of the listener according to their expertise.

Listening17The most important skill of a manager is ...?..

Ineffective or poor listening is the most frequent causes of misunderstandings, mistakes, unhappy customers, low morale emloyee, missed sales, in private life divorces and parent-child conflicts.Poor listeners seem disinterested, self-centered

Reasons of Poor Listening I18Reasons of poor listening are as follows:

Listening is hard work: requires concentrationCompetition:competition of taking our attention by advertisements, radio, TV etc.The rush to action: we think that we know what someone is going to say and interrupt.Reasons of Poor Listening II19Speed Difference: The difference between speech speed and thought speed listening gap. Average person speaks at about 135-175 words a minute, but can listen to 400-500 words a minute. The gap time spent jumping into conclusions, daydreaming, planning a reply or mentally arguing with the speaker.Reasons of Poor Listening III20Lack of training: we do more listening than speaking, reading or writing but we receive no formal education for good listening.The average employee spends about 3 quarters of each working day in verbal communications. Nearly half of it is spent on listening. Reasons of Poor Listening 21The typical employees listening effectiveness is only 25 percent. Three-fourths of everything that employee hears is distorted or quickly forgotten.The normal untrained listener is likely to understand only about 50% of a conversationAfter 48 hours it drops to 25%.That means it is normal forgetting the discussion.Benefits of Better Listening22It improves relationshipsListening to someone makes them feel good about you which leads to increased trust and credibility and an increased willingness toward cooperationThere are fewer MisunderstandingsFewer errors result in lower costs, better products and services and higher profitsBetter UnderstandingBetter listening improves the transfer of information, improves teamwork, builds morale and leads to higher productivity

ACTIVE LISTENING ATTITUDE23The skills needed to improve listening are relatively simple to learn and implement. Perhaps the harder task is developing the active listening attitude.Understand that:Attitude: Listening is as powerful as speech: What someone says to you is just as critical as what you have to say to them.2. Attitude: Listening saves time: People who listen actively find that they experience fewer mistakes, fewer interpersonal misunderstandings, less employee and customer turnover.3. Attitude: Listening is important and worthwhile with everyone:When you believe that you can learn something from everyone you meet, you will approach listening with a new enthusiasm.

The Art of Asking Questions24The word is full of questions:Good, silly, important and offensive questions.Questions can built rapport and trust or foster suspicion and dislike. Questions can open up a conversation or weaken&closed. Questions generate information or loose main topic of the conversation. Are heart of the conversation which pump fresh life to the conversations.The Art of Asking Questions25We ask questions a lot since our childhood. But the point is being able to ask right question at the right time for communication.Why Do We Ask Questions?

To gain information: Information transfer depends on questions. Who, what, where, when, why, how, how much are are questioning words for gathering information.2. To stimulate conversation: For socializing.How are you? Have you heard? Did you see? Can you believe? What do you think? Etc..3. To gain the others views: When you need to know what someone else is thinking, ask. What do you think about...? Can you tell me how you feel about...?

Why do we ask questions?264. To check agreement: What does other person think about what you have discussed? Do you think we are on the right track? Can you support this decision? Are we in agreement, Do you have any objections? How does this sound to you?5. To verify information: Sometimes what you hear is not what you were meant. Asking for feedback is a critical part of the communication process. Did I understand you to mean..? Can I summarize it as...?6.To build rapport and trust: Rapport and trust are built by showing support for the other persons goals and objectives. How can I help you? What can I do to help you to meet your objectives? What would you like to accomplish? Tell me about your goals/dreams/objectives?

The Two Major Types of Questions-Closed27There are two types of questions:Closed:generally simple, information gathering questions. Response to a closed question is usually yes, no or a very brief answer.Typical closed questions are: What time is it?, Did you finish the project? Are you going to the meeting, can you work overtime tonight?When did you first discovered the problem?The Two Major Types of Questions-Closed28Closed question perform the following functions:

They allow specific facts to be gathered. What colour do you prefer?They are easy to answer. Will you be finished, by 5.00 p.m.?They are useful in the feedback process where someone wants to check the accuracy or completeness of the communication. Have I got the information right?4. They can be used to gain commitment to a position. Does this seem right so far?5. They can be used to reinforce positive statements. This seems like a good plan, doesnt it?6. This can be used to direct the conversation to a desired topic or concern. Do you have time to talk the budgetThe Two Major Types of Questions-Open29Open questions are generally more deep and require longer, more complex answers. Are used to draw out a wide range of responses on a broad topic. Often ask for opinions, thoughts and feelings.

How did you feel about the meeting?What could we do to make this project better?How can we meet our objectives?What is your opinion on the new marketing plan?The Two Major Types of Questions-Open30Open questions have the following characteristics:

They can not be answered by a simple yes or no. How do you think we could make this process work better?They usually begin with what or how.What do you think about the new benefits policy?They do not lead the answer:What could we make improvements in the new marketing plan4. They draw out ideas and feelings. How do you feel about the reorganization of the department?5. They encourage elaboration on objectives, needs, wants and problems. What do you think about the new employee review system?6. They promote self-discovery. How do you think the new process will work for your group?The Two Major Types of Questions-Open317.They stimulate thinking about your ideas. Where do you think we might run into problems with this idea?8.They allow a broad range of responses and styles. How would you change the policy?

It is important to know which kind of question- open or closed- to use to achieve your goals. Both are useful and can help you to achieve several different purposes including:The Two Major Types of Questions-Goals321.Fact-Finding: If you are looking for specific information and data, use closed questions that ask for the detail you need. What did you accomplish on the project? will generate more detail than Did you get a lot done?. Take notes and verify that you understood the information correctly.2.Feeling-finding:to understand a persons feeling about a subject generally requires open questions.Are you happy about the project? Does not get the same response as the open-ended question How do you feel about the project?Used properly, feeling-finding questions generate a lot of information about attitudes, convictions and motivations. This type of questions are very powerful, because too seldom asked&listened carefully.

The Two Major Types of Questions-Goals333. Clarifying: Closed questions are used to verify your understanding of a conversation. Do I understand you correctly? Are you referring to ..? Do you mean..? are examples of questions which you may ask to make sure you understand the information being given to you.4. Expanding: Open questions are used to draw out further information on a topic. Can you give me an example? Would you tell me more about that point? What else might be causing a problem? are questions that continue to generate information about the subject.5. Directing: Directing questions are generally closed and point the conversation toward a particular goal. What was the other point you wanted to make? Can we go back and talk about your first item? Couldnt we postpone the decision for a week? With these questions, you want to direct the conversation to a different topic or to lead the person to a particular decision.

ConflictDefine in your own words what is conflict.What image come to your mind.Definition A situation in which someonebelieves that his or her own needs have been denied.

OrA conflict is the result of opposing interests involving scarce resources, goal divergence and frustration.

35Definition The goal of organizational leadership is not to eliminate conflict, but to use it.

Conflict is a predictable social phenomenon and should be channeled to useful purposes.

36Symptoms Of Conflict Tensions.No desire to communicate.Work not done properly.Disastrous meetings.Anger occurs quickly and easily.

37Symptoms Of Conflict Failing productivity. Slipping morale.Absenteeism.Accidents.Escalating costs.Slamming doors.Shouting.Bad timing.

38ObservationThere are time when conflicts are more, there are times when conflicts are less although the people are the same.

What does it highlight.Model 1: Mitchells Conflict Model

Behavior It is the response or reaction to the stimuli.Has some degree of spontaneity AttitudeIt is the way of thinking, feelingCase -1No extraordinary situationLazy work attitude shall change the performance and hence the situation.+ve attitude shall improve the situation & also the behaviorCase -2Gloomy situation &High pressure

Leads to volatile behavior, And if persists (bad situation) shall change the attitude.conflict1. The situation impacts the behavior (failure to reach targeted goals, especially important goals, creates frustration and increases the willingness to reach these goals). Desperate measures are taken & blame game comes in, ex- failure in examination, intensifies conflict in family. Financial set-backs can result in conflict in a couple.

2. The situation impacts attitudes (incompatible goals increase the suspicion and distrust between the actors).Ex- taking things (-)vely, fight back and defend, 45Vicious cycle3. Behavior impacts the situation

4. Behavior impacts the attitudes ex- destructive behavior increases hatred ex- success can impact the group solidarity and the notion of "us".5. Attitudes impact the behavior6. Attitudes impact the situation

ConflictConflict:Hurts productivityHurts qualityHurts service Hurts moraleHurts working relationships 48Conflict Resolution49People naturally disagree about what to do, how to do, and when to do it. That interaction of ideas and opinions sparks new ideas and leads to better solutions and plans of action. However when differences of opinion are accompanied by too much emotional committment, the resulting conflict can be damaging.Singular conflictThe most dangerous type of conflict. The conflict within It is extremely destroying, and damaging to the person and the people around him.

Ex- not doing what you preach.Moral dilemmas.Expectation conflict.

Nature of Conflict51Conflict does not need to be destroying. Open communication without emotional explosions is the key method for resolution.Thre are three components of conflict:Two or more persons are involvedThere are different perceptions of ideas, actions, beliefs or goals.The opposing sides see their way as the only way.Common Sources Of Conflict 52Ambigious Responsibility Levels: Clear job descriptions and and organization charts can help prevent these conflicts.Limited Resources: Generally every department require to extend their share in limited sources and maximize its own results. Conflict of Interest: Each individual in an organization needs to know how his own goals and efforts fit within the organizations. Individuals may conflict for their own targets.

Common Sources Of Conflict Communication Barriers: Differing perceptions, language, ineffective listening, style differences, power and status barriers. Communication training is the solution for this.Interdependency: Increasingly our ability to accomplish our goals and objectives depends on the cooperation and assistance for others. This interdependency increases conflict.

Common Sources Of Conflict54Increased Interaction:The more people interact, the more potential there is for conflict. The trend toward increasing levels of participation and teamwork indicates a higher level of conflict and a greater need for conflict resolution skills.Competition: For rewards such as promotions, recognition conflict is natural. If the organization rewards the person who has no rules or values for the success, or if someone promote, conflict appear.

The Four Phases of Conflict55Conflict may occur between individuals, groups and organizations. Phase are the same.First: Change. Appears like A budget cutback, a new project, change of manager or value etc.Perceived conflict : (disagreement phase) The point at which members are becoming aware of the problem & the tension arises.Felt conflict : Internal tensions and frustrations begin to be defined and people begin to built emotions.Last: Opposing parties try to frustrate one another. Conflict is very obvious at this point.Conflict Resolution56There are 5 basic behaviours which will help you resolve conflict in almost any sitution you encounter. They will allow you to benefit from positive disagreement without having those disagreements escalate into out-of-control personality conflicts that damage the morale and productivity of the organization. These basics are:

Openness: State your feelings and thoughts openly, directly and honestly without trying to hide or disguise the real object of your disagreement. Dont atribute negative statements about the other person to unknown others. Use I statements and talk about how you feel and what you want. Focus on current problems& on identifying problems.Emphaty: Listen with emphaty. Try to understand and feel what the other person is feeling and to see the situation from others point of view. Demonstrate your understanding and validate the other persons feelings. Comments such as I appreciate how you feel..I understand your feelings.. Im sorry I made you feel that way.. Let the other person know that you are sincere in understanding her views.

573. Supportiveness: Describe the behaviours you have difficulty with rather than evaluating them. Express your concern for and support of the other person. Let him know, you want to find a solution that benefits both of you. State your position with a willingness to change your opinion if appropriate reasons are given. Be willing to support the others position if it makes sense to do so.4. Positiveness: Try to identify areas of agreement and emphasize those. Look at the conflict as a way to better understand ing the entire situation and possibly find a new and better solution. Be positive about the other person and your relationship. Express your commitment for finding a resolution that works for everyone.5. Equality: Treat the other person and his ideas and opinions as equal. Give the person the time and space to completely express his ideas. Evaluate all ideas and positions logically and without regard to ownership.

Dealing With conflictAvoidanceSmoothingForcingCompromisecollaborative

58CONFLICT MANAGEMENT STYLESAssertiveUnassertiveUncooperativeCooperativeForcingAvoidanceCollaborationSmoothingPersons desire to satisfy own concernsPersons desire to satisfy concerns of othersCompromise

AVOIDANCE STYLEI dont have enough timeI dont have enough factsPerhaps the best way is to proceed as you think bestCriticism: The conflict is not solved, and has a latent possibility to build up for worse. B) requires immense clarity for + resultsExample situations where avoidance style is appropriateMinor issuesInadequate facts and powerOthers can more effectively resolve the conflictSMOOTHING STYLE

If it makes others happy, I wont challenge their viewsI dont want to hurt the feelings of othersWe should not risk our friendship, so lets not worry too much about the problem, things will work outCriticism: It encourages individuals to cover-up or gloss over their feelingsExample situations where smoothing style is appropriateEmotional conflicts Talented employeesFORCING STYLE

If you dont like the way things are run get out

If you cant learn to cooperate, I am sure others who will, can be hiredCriticism: The subordinates interests are ignored. The conflict is not analyzed. its a extreme measureExample situations where forcing style is suitableInadequate time, yes its an acid test for knowing peopleWith certain type of people, who wont gel-up with the org culture even in long runStopping people from taking advantage of him/her COMPROMISE STYLE

I let other people win something, if they let me win somethingI try to find out a position between theirs and mineCriticism: people may encourage compromise on stated issues rather than on real issues. if this style becomes the culture it hampers the performance.Example situations where compromise style is acceptableIt is not possible to achieve a win-win agreementWhen conflicts block important agreementsCOLLABORATIVE STYLE

I try to get all view points & issues out in the open

Best alternatives must be arrived through analysingCriticism: It is not suitable when win-win situation is not possible Time taking. requires good analytical, leadership skills

Example situations where this style is appropriateThe parties disagree over the best means to achieve the common goalsWhen there is a need for high-quality decisionsBenefits of Conflict Resolution 65Conflict resolution offer many benefits if we can resolve them productively. Healthy disagreement can have a positive, generating effect. As people are forced to work through a problem to its solution, they get a chance to better understanding the point of view of others.Successfull resolution of small conflicts can diffuse the possibility of more serious conflicts and result in better working relationship.The process of exploring problems collaboratively can lead us to acquire more information, new perceptions, new ideas and determine key issues under the surface.It also highlights the possibility that a conflict has a win win solution.