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Communication Management

Goals of Interpersonal Communication 1. 2. 3. 4. Understanding the meaning and intent of others Being understood by others Gaining acceptance Producing action or change

Four parts of Communication Models 1. 2. 3. 4. The sender/communicator (or encoder) of the message The signal or the message The medium for transmitting the message The receiver/recipient (or decoder) of the message

Note: Communication is successful if the decoded message is the same as the sender intended.

Communication Management

Tools and Techniques of Interpersonal Communication Verbal Three stages of effective verbal communication and presentation: a. The introduction: Tell them what youre going to tell them b. The explanation: Tell them. c. The summary: Tell them what you just told them. Non-verbal Non-verbal is encoding a message without using words. It includes gestures, vocal tones, facial expressions, environmental settings, manner of dress, and body language. Total Message Impact: = words (7%) + vocal tones (38%) + facial expressions (55%) Written communication Written communication includes reports, plans, proposals, standards, policies, procedures, letters, memoranda, legal documents, and other forms of information to be transmitted. 1. 2. 3. 4. 5. 6. Written communication is effective in the following cases: When conveying complex information or data When requiring future action from team members When it is the receivers preferred communication style When communicating company policies or changes to policies When conveying a message that could be misunderstood either accidentally or intentionally

Communication Management

Macro-Barriers to Successful Communication 1. 2. 3. 4. 5. Information overload Lack of subject knowledge Cultural differences Organizational climate Number of links

Communication Management
Micro-Barriers to Successful Communication 1) Perceptions i) Senders view of the receiver ii) Receivers view of the sender 2) Message competition 3) Project jargon and terminology Communication Management 1) Managing Meetings Effectively 2) Communication Channels and Links i) Upward communication (vertically or diagonally): For the upper management and managers ii) Downward communication (vertically or diagonally): Provides direction and control to project team members and employees iii) Lateral communication (horizontally): Information exchange between the project manager and his/her peers: functional managers, staff personnel, contractors, other project managers 3) High-Performance Communication 4) Effective Listening 5) Barriers to Effective Listening i) Poor listeners: People do not talk freely when they know the audience isnt listening ii) Resistance to the message: People dont like to listen to something that is contrary to their preconceived ideas. iii) Physical distractions: Telephone calls, people coming in and out of office / meetings, and so on iv) Perceptual differences: Can influence the behavior of people, Jump to conclusions, Confuse facts with opinions, Confuse facts with opinions, 6) Guidelines for Active Listening 7) Communication Styles: Two dimensions of thinking and action include i) The thinking and decision-making approach which varies from logical (sequential) to intuitive (random) ii) The action style which varies from hands-on (concrete) to research based (abstract) (a) Concrete-sequential: (Mr./Ms. Fix-It) (b) Abstract-sequential: (organizer) (c) Concrete-random: (explorer/entrepreneur) (d) Abstract-random: (intuitive free thinker) Approximately 90% of project managers time is spent communicating, Of the PMs time spend communicating: approximately 45% is spent listening, another 30% is spent speaking, approximately 10% is spent reading; another 10% is spent writing, and the remaining 5% in other tasks. Project managers typically spend 50% of their time in meetings during active projects.

Communication Management

Communication Management

Communication Management

Communication Management