Chapter 1Communicating at WorkMary Ellen Guffey, Business Communication: Process and Product, 5e Copyright 2006

Changes Affecting the WorkplaceHeightened global competitionFlattened management hierarchiesExpanded team-based managementInnovative communication technologiesNew work environmentsIncreasingly diverse workforce

Success for YOU in the new global and diverse workplace requires excellent communication skills!

The Communication ProcessBasic Model

The Communication ProcessBasic Model1.Sender has idea

The Communication ProcessBasic Model1.Sender has idea

The Communication ProcessBasic Model2.Sender encodes idea in message1.Sender has idea

The Communication ProcessBasic Model2.Sender encodes idea in message1.Sender has idea

The Communication ProcessBasic Model3.Message travels over channel2.Sender encodes idea in message1.Sender has idea

The Communication ProcessBasic Model2.Sender encodes idea in message3.Message travels over channel1.Sender has idea

The Communication ProcessBasic Model2.Sender encodes idea in message3.Message travels over channel1.Sender has idea

4.Receiver decodes message

The Communication ProcessBasic Model2.Sender encodes idea in message3.Message travels over channel1.Sender has idea

4.Receiver decodes message

The Communication ProcessBasic Model2.Sender encodes idea in message3.Message travels over channel1.Sender has idea

4.Receiver decodes message

5.Feedback travelsto sender

The Communication ProcessBasic Model2.Sender encodes idea in message3.Message travels over channel1.Sender has idea

4.Receiver decodes message

5.Feedback travelsto sender

The Communication ProcessBasic Model2.Sender encodes idea in message3.Message travels over channel1.Sender has idea

4.Receiver decodes message

5.Feedback travelsto sender

The Communication ProcessBasic Model2.Sender encodes idea in message3.Message travels over channel1.Sender has idea

4.Receiver decodes message

6.Possible additional feedback to receiver5.Feedback travelsto sender

The Communication ProcessBasic Model2.Sender encodes idea in message3.Message travels over channel1.Sender has idea

4.Receiver decodes message

6.Possible additional feedback to receiver5.Feedback travelsto sender

The Communication ProcessExpanded Model

Barriers to Interpersonal CommunicationBypassingLimited frame of referenceLack of language skillsLack of listening skillsEmotional interferencePhysical distractions

Understanding is shaped byCommunication climateContext and settingBackground, experiencesKnowledge, moodValues, beliefs, culture

Barriers That Block the Flow of Information in OrganizationsClosed communication climateTop-heavy organizational structureLong lines of communicationLack of trust between management and employeesCompetition for power, status, rewards

Additional Communication Barriers Fear of reprisal for honest communicationDiffering frames of reference among communicatorsLack of communication skillsEgo involvementTurf wars

A Classic Case of MiscommunicationIn Center Harbor, Maine, local legend recalls the day when Walter Cronkite steered his boat into port. The avid sailor was amused to see in the distance a small crowd on shore waving their arms to greet him. He could barely make out their excited shouts: Hello Walter, Hello Walter!

A Classic Case of MiscommunicationAs his boat came closer, the crowd grew larger, still yelling. Pleased at the reception, Cronkite tipped his white captain's hat, waved back, even took a bow. But before reaching dockside, Cronkite's boat abruptly jammed aground. The crowd stood silent. The veteran news anchor suddenly realized what they'd been shouting: Low water, low water!

Analysis of Flawed Communication Process

Analysis of Flawed Communication ProcessSender has ideaWarn boater

Analysis of Flawed Communication ProcessSender has ideaWarn boaterSender encodes messageLow water!

Analysis of Flawed Communication ProcessSender has ideaWarn boaterSender encodes messageLow water!Channel carries messageMessage distorted

Analysis of Flawed Communication ProcessSender has ideaWarn boaterSender encodes messageLow water!Channel carries messageMessage distortedReceiver decodes messageHello Walter!

Barriers That CausedCronkite MiscommunicationFrame of reference

Language skills

Listening skillsReceiver accustomed to acclaim and appreciative crowds.

Maine accent makes "water" and "Walter" sound similar.

Receiver more accustomed to speaking than to listening.

Barriers That CausedCronkite MiscommunicationEmotional interference

Physical barriersEgo prompted receiver to believe crowd was responding to his celebrity status.

Noise from boat, distance between senders and receivers.Which of these barriers could be overcome through improved communication skills?

Overcoming Communication BarriersRealize that communication is imperfect.Adapt the message to the receiver.Improve your language and listening skills.Question your preconceptions.Plan for feedback.

Organizational CommunicationFunctions: internal and externalForm: oral and writtenForm: channel selection dependent on Message contentNeed for immediate responseAudience size and distanceAudience reactionNeed to show empathy, friendliness, formalityFlow:Formal: down, up, horizontalInformal: grapevine

Communication Flowing Through Formal ChannelsDownwardManagement directivesJob plans, policiesCompany goalsMission statementsHorizontalTask coordinationInformation sharingProblem solvingConflict resolutionUpwardEmployee feedbackProgress reportsReports of customer interaction, feedbackSuggestions for improvementAnonymous hotline

Forms of Communication Flowing Through Formal ChannelsWrittenExecutive memos, lettersAnnual reportCompany newsletterBulletin board postingsOrientation manual Electronic E-mail Voicemail Instant Messaging Intranet VideoconferencingOralTelephoneFace-to-face conversationCompany meetingsTeam meetings

MISCOMMUNICATION IN PRODUCT EVOLVEMENT

As Marketing Requested It

As Sales Ordered It

As Engineering Designed It

As Production Manufactured It

As Maintenance Installed It

What the Customer Wanted

Message DistortionDownward CommunicationThrough Five Levels of Management

Message DistortionDownward CommunicationThrough Five Levels of Management

Message DistortionDownward CommunicationThrough Five Levels of Management

Message DistortionDownward CommunicationThrough Five Levels of Management

Message DistortionDownward CommunicationThrough Five Levels of Management

Message DistortionDownward CommunicationThrough Five Levels of Management

Surmounting Organizational BarriersEncourage open environment for interaction and feedback.Flatten the organizational structure.Promote horizontal communication.Provide hotline for anonymous feedback. Provide sufficient information through formal channels.

Five Common Ethical TrapsThe false-necessity trap(convincing yourself that no other choice exists)The doctrine-of- relative-filth trap(comparing your unethical behavior with someone elses even more unethical behavior)

Five Common Ethical TrapsThe rationalization trap(justifying unethical actions with excuses)The self-deception trap(persuading yourself, for example, that a lie is not really a lie)The ends-justify-the-means trap(using unethical methods to accomplish a desirable goal)

Tools for Doing theRight ThingIs the action you are considering legal?How would you see the problem if you were on the other side?What alternate solutions are available?

Tools for Doing theRight ThingCan you discuss the problem with someone you trust?How would you feel if your family, friends, employer, or co-workers learned of your action?

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