Business Communication

Business Communication 1 Objective • understanding the importance and the difference of Business Communication • To increase – Listening – Speaking – Writing effectiveness in business communication. 2 Basic Communication Model Speaker encoding message decoding listener in successfull communication sent =received 3 3 V of Communication • Verbal:What you say:the message • Vocal: How you say: music of your voice • Visual: 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. 4 Common Problem Areas Sending: 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 learning 5 Problems in Sending • using technical words for communication to nontechnical people • forgetting 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. 6 Noise in the environment • Noise creates distortions of the message and prevents it from being understoood the way was intended • Noises may be ringing telephones, honking horns, messy, chaotic surroundings etc. • Time, inapropriate time may be an obstacle to give message clearly.Friday afternoon is not proper for a heavy meeting. 7 Perception Problems • Listeners ability to understand. • Lack of attention, inattentive or bored listeners • Emotional state, stress, fear, anxiety, anger, • Financial pressures • Prejudgements • Be sure that the receiver is “on” 8 The importance &difference of business communication • • • • • • Time is money&time has a cost Time is limited with project D/L,workhours Businesspeople are not our family or friends Business is not a game or joke but serious It is a half-diplomatic environment We may need any person in our career path with the nice memories about us. 9 Business Comm. must be • • • • • • • brief Well-designed precise specific Short Net&clear Understandable&comprehensive 10 Four Personal Types • Beside necessity of being briefly and precise • There are different types of people in businessworld. • They seem different, behave different • They expect to be communicated differently • Described by Carl Jung in 1920. 11 Two Dimensions of the Model directness supporting controlling indirectness 12 Dimension 1: Directness versus Indirectness: • Describes the person’s observable behaviour • Means the tendency to move forward by expressing, thoughts, feelings, expectations in order to influence others 13 Dimension 2: Supporting versus Controlling: • Explains the motivating goal behind our observable actions • Supporting people tend to put relationships with others as their chief priority • Controlling people prioritize the accomplishment of the task at hand 14 Being open to different styles • Knowing which personal style best describes you and the other people you need to communicate with is an important step in analyzing and improving your communication skills. • Each personal type has a different way of perceiving the world, behaving and communicating.Learn to reach them.. 15 Four Behavioural Styles Supporting (relationship-oriented) the relater style Indirect (slowpace) the thinker style the director style the socializer style Direct (fast-paced) Controlling (task oriented) 16 The Four Style in Social Life • The Socializers like others to be unhibited, spontaneous and entertaining • The Directors like others to be assertive, clever and has sense of humour • The Thinker like others to be pleasant and sincere • The Relaters like others to be with real personalities and friendly 17 The Four Style At Glance Relater • Relationship-oriented • Moves, act and speaks slowly • Wants tranquility peace • Enjoys teamwork • Good counselling skills • • • • • • • Socializer Relationship-oriented Moves, acts, speak quickly Risk- taker Wants excitement &change Enjoy spotlight Good persuasive skills 18 The Four Style At Glance Thinker • Task-oriented • Moves, acts and speaks slowly • Wants to be accurate • Enjoys solitary, intellectual work • Cautious decision-makers • Good problem-solving skills Director • Task-oriented • Moves, acts and speaks quickly • Wants to be in charge • Gets results through others • Makes decisions quickly • Good administrative skills 19 One-Dimensional Adapting Sometimes you may want to adapt your style but you may be not sure what style the other person has. If you recognised one dimension, you may adapt yourself in that way and this may be enough. 20 We learned that Dynamic communication that persuades influences requires a speaker and a listener who are on the same wavelenght • By understanding 4 styles, you have the basis for expanding your communication potential • People are different in communication • It is possible to avoid from pitfalls • It is possible to be speaking as multistyle 21 Next Lesson We will work on Verbal and Nonverbal Communication 22 Lesson II We will learn Verbal Communication • Active listening • Art of Asking Questions • Using Feedback • Conflict resolution(1.part) 23 Verbal Communication • Sending the messages verbally. We may use 4 styles for efficient sending. • Receiving the messages accurately. We need active listening, asking questions and giving feedback 24 Listening The 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 25 Reasons of Poor Listening I Reasons of poor listening are as follows: • Listening is hard work: requires concentration • Competition: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. 26 Reasons of Poor Listening II • Speed Difference: The difference between speech speed and thought speed listening gap. Average person speaks at about 135175 words a minute, but can listen to 400500 words a minute. The gap time spent jumping into conclusions, daydreaming, planning a reply or mentally arguing with the speaker. 27 Reasons of Poor Listening III Lack 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. 28 Reasons of Poor Listening The typical employee’s 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 conversation After 48 hours it drops to 25%. That means it is normal forgetting the discussion. 29 Benefits of Better Listening It improves relationships: Listening to someone makes them feel good about you which leads to increased trust and credibility and an increased willingness toward cooperation 30 Benefits of Better Listening There are fewer Misunderstandings Fewer errors result in lower costs, better products and services and higher profits Better Understanding Better listening improves the transfer of information, improves teamwork, builds morale and leads to higher productivity 31 Four Levels of Listening People typically listen at one of four basic levels of attentiveness. Each category requires a particular depth of concentration and sensitivity on the part of listener. As you move from the first, to the next level, listeners potential for understanding, trust and effective communication increases. 32 Nonlistening I The nonlistener does not hear the speaker at all. In fact, no effort is made to hear the speaker. Recognized by her blank stare and nervous mannerism and gestures Non listener wants to do all or most of the speaking, constantly interrupts, always has to have the last word. 33 Marginal Listening I Hears the sounds and the words but not the meaning and intent. The message is not really heard. Just stays on the surface of the argument or problem, never risking to go deeper.Try to find noises to have an excuse for not deeply listening. Prefer to listen only for the data, bottom line instead of main ideas. 34 Evaluative Listening I More concentration and attention are required at this level. The evaluative listener is actively try to hear what the speaker is saying but is not making An effort to understand the speakers intent. Tends to be a logical listener, more concentrated about the content than feelings. 35 Active Listening I Unquestionably the most comprehensive and powerfull level of listening. Demanding and tiring because it requires the deepest level of concentration, attention and mental as well a emotional processing effort. Active listener refrains from coming to judgement about the speaker’s message, instead focusing on understanding her point of view. 36 Developing Listening Proficiency You should develop 6 separate skills:CARESS Concentrate Acknowledge Research Exercise Emotional Control Sense the nonverbals Structure 37 The Art of Asking Questions The 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. 38 The Art of Asking Questions Asking good questions is particularly important in organizations where working together to achieve a common purpose depends upon the members of the organizations understanding each other clearly.Asking questions about how things are done, why they are done, who is responsible for that, what is the budget etc. 39 The Art of Asking Questions We ask questions a lot since our childhood. But the point is being able to ask right question at the right time for communication. 40 Why do we ask questions? To gain information To stimulate conversation: To gain the other’s views: To check agreement To verify information To build rapport and trust 41 Making sure with feedback “It isn’t very far.” “I need it very quickly.” “That will cost a lot of money.” “It will not cost you too much..” These are ambigious words:not clear&net “Call me later and we’ll discuss it.” When? One hour later, today, tomorrow, next week? 42 Making sure with feedback II These kinds of statements which we use very frequently in our daily life, needs to be clarified and confirmed with the other part of the communication. Unless, there may be misunderstandings and lack of information. Feedback and clearification can take the ambiguity out of promises, agreements, schedules, policies and procedures. 43 Types of Feedback Feedback comes in a number of forms. There is verbal, nonverbal, fact and feeling types. Each serves a specific purpose in the communication process. • Verbal Feedback: It is the type which we are most frequenty aware of and most often use.With verbal feedback, you can accomplish a number of favorable objectives such as: 44 Types of Feedback-Verbal I 1. to ask for clarification of a message. 2. To give positive and/or negative strokes to the other person. 3. To determine how to structure a presentation that will be meaningful and effective for the other person. 45 Types of Feedback-Verbal IV Using feedback is mostly very critical in the workplace. There is only one way to know if the message you are receiving is the same as the message being sent.That is by asking for clarification, or restating the message with your own words and asking for verification of your understanding. 46 Types of Feedback-Nonverbal I Nonverbal means the message of positive or negative attitudes, feelings, opinions that you give by using our bodies, eyes, faces, postures and senses. You do this consiously or unconsciously, just as others do with you. The sensitive, perceptive communicator uses the nonverbal feedback he or she is getting from the other person to structure the content and direction of the message. 47 The Keys to Effective Feedback I Through the effective use of feedback skills, you can create a good communication climate. Give and Get Definitions: The meanings and the interpretations of the words and phrases may differ according to the different people, group, region and society. There are many many different meanings of the words, in addition to the loaded meanings. So we need definitions. 48 The Keys to Effective Feedback II Do Not Assume: Because it is dangerous. Do not assume anything in communications. Do not assume that you and the other part are talking about the same thing. Do not assume that the words has the same meaning or automatically understood. Use more feedback and fewer assumptions, to be more accurate and be sure everone is unique and has a different frame of reference. 49 The Keys to Effective Feedback III Ask Questions: Rule is This: “If there is a doubt, check it out”. Questioning is a method for checking. Clarifying questions, expansion questions, direction questions, fact-finding questions, feeling-finding questions and open questions can be used for effective feedback 50