Communication

It is the process of transferring and unterstanding meanings:

• The term transfer refers to the message having been received in such a way that it can be interpreted by the receiver.

• Understanding the message does not imply that the receiver agrees with it.

• Interpersonal communication: communication between two or more people.

• Organizational communication: all the patterns, networks and communication systems within an organization.

“Directing consists of the art of knowing WHAT and HOW to entrust subordinates over a period.”

• scheduled, or mere execution

• directives

• Strategic: Goals setting

• Executive: Specification and communication of the activities that each person must carry out so that the organization achieves those goals or objectives

• Leadership: Motivation of people to effectively develop those activities

• surveys

• skip-level-meetings

• dedicated 1-2-1 meetings for upward feedback

1. Formation of the idea in the mind of the sender

2. Turn the thought idea into a well-constructed phrase

3. Message, encode, select channel

4. Issue the message

5. On the receiver of the message

6. Idea in the mind of the receiver, decode

7. Message emitted by the receiver

Any alteration that interferes with the transmission, reception or feedback of a message

The meaning of messages is not transmitted only through verbal elements, but also through non-verbal ones

• Three aspects that influence the meaning of messages:

  • Facial expression. Body language. Gestures, facial expressions, and body movements that convey meanings.

  • Verbal intonation. Emphasis given to phrases or words to convey meaning. Paralinguistic phenomena related to the human voice.

  • Environmental factors. The territory, physical elements of the workplace, clothing.

• Eye contact

• Facial expressions

• Posture

• Mirror the person you’re speaking to: Mirroring - aligning your body to match the position of whoever you’re speaking to - shows admiration and agreement.

• Walk with purpose and energy: It can help to ensure that people don’t make snap judgements about your confidence and trustworthiness.

• Maintain good eye contact: Making eye contact shows that you are invested in somebody else and that you see them for who they are. It tells the other person that you matter and that you have value and that you want to connect with them.

• Keep your hands visible: Invite people in and allow them to trust you by using more open body language. Avoid positions that make you appear defensive - even if that’s how you’re feeling.

• Sit up straight: Sitting as if there were a string tied from the top of your head to the ceiling. Sitting up straight is seen as sign of intelligence, confidence and credibility.

• Put your hand out first for a handshake: This makes you look confident and ensures you make significant eye contact.

• Resist the urge to cross your arms: It can signal that you are closed off or not interested in what to say. Exposing the chest by uncrossing the arms leads to a sense of vulnerability. Although this can be scary for some, it shows intimacy and interest in others.

• Slow down: “When we have precision in our movements, it’s more powerful than simply doing something for the sake of the action.” So take a deep breath, slow down, and be more deliberate about your movements at your next meeting.

• Filtering: Failure to distinguish rumors from true information

• Selective perception: When what we hear is not what we expected to listen

• Information overload

• Emotions

• Inappropriate language

• Over-identification with the message

• Think about the answer before listening to the question

• The communication channel

• cultural differences

• Halo effect: confusing the credibility of the message with that of the sender

• FIFO effect: Keep the last part of the message

I

• Level of experience, feelings we experience at any given time

• Level of consciousness, the contents of our consciousness at any given time

• Level of communication, what we say to others explicitly

• Trust and fellowship between people grow as information about oneself is revealed and about what until now was part of the private and personal.

• Each person can learn to know each other from the comments of others. So many people can’t be wrong, can they?

• Use feedback, ask questions about a message to determine if it was received and understood as you intended.

• Simplify your language and select the right one for each situation.

• Listen actively. There are no interpretations or judgments.

• Control of emotions.

• Observe nonverbal cues.

What is it:

• Be quit.

• Looking into the eyes.

• Be attentive to what you say and what you feel.

• Give time and be patient.

• Paraphrase what he says, to be sure you understand.

What it is not:

• Make judgements, or argue.

• Interrupt or complete sentences.

• Assume you know what you’re going to say and get ahead of yourself.

• Distract, doing other things at the same time.

• Give solutions, instead of assuming that the other is able to find theirs.

• Empathy: Put yourself in the other person’s shoes to understand their perspective.

  • How is the other person feeling about the topic? What’s on their mind?

  • What do they understand about the topic? What do they care about?

• Purpose: Define the purpose to include their needs and yours.

  • What does the other person want to get out of the interaction?

  • What do you want to get out of this interaction?

• Conversation: Plan and orchestrate the flow of an effective two-way conversation.

  • How will you use questions and statements to spark the discussion? What questions might the other person have?

  • How do you want the conversation to start and end (on a high note)?

The main enemy of communication.