Slide 13'1 Learning Objectives for Interpersonal Communication

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Slide 13.1Learning Objectives forInterpersonal
Communication

• State the essentials of interpersonal
  communication.
• Understanding the underlying hurdles in
  interpersonal communication.
• Discuss how interpersonal communication networks
  affect power and control relationships among
  employees.
• Explain the skills and abilities that foster
  dialogue.

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Slide 13.2Elements of Interpersonal Communication
Receiver
Sender
Transmitters
Channels
Receptors
Decoding
Encoding

• Potential Hurdles
• Interpersonal
• Cultural

Start
MEANING
MEANING
Encoding
Decoding
Transmitters
Channels
Receptors
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Slide 13.3Examples of Media Richness
High
Rapid
Face-to-face dialogue
Videoconference
Telephone conversation
Voice mail
E-mail
Feedback
Personalization
Informal letters/memos
Organizations own videos
Formal written documents
Formal numerical documents
Low
Slow
Cues
Single
Multiple
Language
Standard
Varied
Source Adapted from Daft, R.L., and Lengel, R.H.
Organizational information requirements, media
richness, and structural design. Management
Science, 1986, 32, 554-571.
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Slide 13.4Underlying Hurdles inInterpersonal
Communication

• Individual Differences in Personality
• Low adjustment, low sociability, low
  conscientiousness, low agreeableness, low
  intellectual openness, introversion, and high
  dogmatism.
• Individual Perceptual Errors
• Perceptual defense, stereotyping, halo effect,
  projection, high expectancy effects, fundamental
  attribution error, and self-serving bias.

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Slide 13.5Cultural Hurdles in Interpersonal
Communication

• Cultural Context
• High-context culture versus low-context culture
• Body Language
• Personal Space
• Ethnocentrism

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Slide 13.6Five Possible CommunicationNetworks
for a Five-Person Group

• Star Network
• Y Network
• Chain Network
• Circle Network
• All-Channel Network

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Slide 13.7Effects of Five Communication Networks
TYPE OF COMMUNICATION NETWORK
FACTOR
STAR
Y
CHAIN
CIRCLE
ALL- CHANNEL
Degree of centralization
Very high
High
Moderate
Very low
Low
Leadership predictability
Very high
High
Moderate
Very low
Low
Average group satisfaction
Low
Low
Moderate
High
Moderate
Range in individual member satisfaction
High
High
Moderate
Very low
Low
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Slide 13.8Importance of Interpersonal
Communication Networks

• Understanding power and control relationships
  among employees in organizations.
• No single network is universally effective
  (simple network- simple problems/ open network-
  complex problems).
• Adequate sharing of information is crucial.
• Trade-offs or opportunity costs must be
  considered.
• Informal networks often create barriers.

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Information Technology

• Advantages
• more easily, quickly, and less expensively
• Problems
• no face-to-face dialogue, breakdown of the
  boundaries between work time and nonwork time
  (distractions and invasion of privacy), eroding
  the delegation of authority or too much
  micromanaging, increased volumes of meaningless
  data, lack of confidentiality.

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Slide 13.9Fostering Dialogue

• Communication Openness
• Constructive Feedback
• Appropriate Self-disclosure
• Active Listening
• Nonverbal Cues

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Slide 13.10Contextual Factors in Communication
Openness

• History of the interpersonal relationship.
• Adversarial versus supportive relationships.
• Others having control over your fate.

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Slide 13.11Principles of Constructive Feedback

• Establish trust between sender and receiver.
• Make feedback specific rather than general.
• Give feedback when receiver is ready to accept
  it.
• Verify validity of feedback with receiver.
• Provide feedback on behaviors the receiver can
  change.
• Dont overwhelm receiver with feedback.

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Slide 13.12Guidelines for Effective Active
Listening

• Have a purpose for listening.
• Suspend judgment, at least initially.
• Resist distractions and focus on the sender.
• Pause before responding to the sender.
• Rephrase the senders message.
• Seek out important themes.
• Use the differential between rates of speech and
  thought to reflect and search for meaning.