Amity Center for e-Learning

Behavioral and Allied

Science

Ms. Snigdha Malhotra

 Amity Center for e-Learning

MODULE: Interpersonal
Communication/
Listening
 A Perceptual Model of
Communication
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Transmitted Receiver
Encoding Message
on medium decodes

Receiver
Sender Noise creates
meaning

Source Transmitted
Message Encoding
decodes on medium
 Sources of Distortion in Upward
CommunicationAmity Center for e-Learning

Patterns of Distortion in
Situational Antecedents
Upward Communication

1. Supervisor’s Increased distortion

Low High
upward influence because employees send
more favorable information
and withhold useful
information.

2. Supervisor’s Low Increased distortion

power High
because employees screen
out information
detrimental to their
welfare.

3. Subordinate’s Less accuracy because

aspiration for Low High employees tend to pass
upward mobility along information that
helps their cause.

4. Subordinate’s trust Considerable distortion

in the supervisor Low High because employees do not
pass up all information
they receive.
 Communication Styles
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Communication Nonverbal Behavior
Verbal Behavior
Style Description Good eye Pattern Direct and
Assertive
Pattern Pushing hard
without contact; unambiguous
attacking; Comfortable but language; No
permits others to firm posture; attributions or
influence Strong, steady evaluations of
outcome; and audible others’
expressive and voice; Facial behavior; Use
self-enhancing expressions of “I”
without intruding matched to statements
on others. message; and
Appropriately cooperative
serious tone; “we”
Selective statements.
interruptions to
ensure
understanding.
 Communication Styles
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(continued)
Communication Nonverbal Behavior
Verbal Behavior
Style Description Pattern
Pattern Taking advantage Glaring eye Swear words
Aggressive contact; Moving and abusive
of others;
Expressive and or leaning too language;
self-enhancing at close; Attributions
others’ expense. Threatening and
gestures evaluations of
(pointing finger; others’
clenched fist); behavior;
Loud Voice; Sexist or
Frequent racists terms;
interruptions. Explicit
threats or put-
downs.
 Communication Styles
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Communication (continued)
Nonverbal Behavior
Verbal Behavior
Style Description Pattern
Pattern Encouraging Little eye Qualifiers
Nonassertive contact; (“maybe,”
others to take
advantage of us; Downward “kind of” );
Inhibited; Self- glances; Slumped Fillers (“uh,”
denying. postures; “you know,”
Constantly “well”);
shifting weight; Negaters (“it’s
Wringing hands; really not that
Weak or whiny important,”
voice. “I’m not
sure”).
Communication is more than just
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verbal…
• Nonverbal communication
– Words account for only 7% of emotional
impact of a message
– Voice tones- 38%
– Facial Expressions- 55%
– High context vs. Low Context Cultures
 Categories of Non-Verbal
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Messages
• Environment
• Interpersonal Distance
• Posture
• Gestures
• Facial Expressions
• Voice Quality
• Personal Appearance
 Skills and Best Practices: Advice to
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Improve Nonverbal Communication
Skills
Positive Nonverbal Actions Include:

• Maintain eye contact.

• Nod your head to convey that you are listening or
that
you agree.
• Smile and show interest.
• Lean forward to show the speaker you are
interested.
• Use a tone of voice that matches your message
Advice to Improve Nonverbal
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Communication Skills (cont)

Negative Nonverbal Actions Include:

• Avoiding eye contact and looking away from the

speaker.
• Closing your eyes or tensing your facial muscles.
• Excessive yawning.
• Using body language that conveys indecisiveness
or lack
of confidence (e.g., slumped shoulders, head
down, flat
tones, inaudible voice)
• Speaking too fast or too slow.
 Amity Center for e-Learning
Listening Styles

Results-style: Interested in the

bottom line or result of a
message.

Reasons-style: Interested in
hearing the rationale behind a
message.

Process-style: Likes to discuss

issues in detail.
 The Keys to EffectiveAmity
Listening
Center for e-Learning

Keys to Effective The Bad Listener The Good Listener

Listening

1. Capitalize on thought Tends to daydream Stays with the speaker,

speed mentally summarizes the
speaker, weighs
evidence, and listens
between the lines

2. Listen for ideas Listens for facts Listens for central or

overall ideas

3. Find an area of interest Tunes out dry speakers or Listens for any useful
subjects information

4. Judge content, not Tunes out dry monotone Assesses content by

delivery speakers listening to entire message
before making judgments

5. Hold your fire Gets too emotional or Withholds judgment until

worked up by something comprehension is complete
said by the speaker and
enters into an argument
 The Keys to Effective Listening
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(cont)
Keys to Effective The Bad Listener The Good Listener
Listening

6. Work at listening Does not expend energy on Gives the speaker full
listening attention

7. Resist Distractions Is easily distracted Fights distractions and

concentrates on the
speaker

8. Hear what is said Shuts our or denies Listens to both favorable

unfavorable information and unfavorable
information

9. Challenge yourself Resists listening to Treats complex

presentations of difficult presentations as exercises
subject manner for the mind

10. Use handouts, Does not take notes or pay Takes notes as required
overheads, attention to visual aids and uses visual aids to
or other visual aids enhance understanding of
the presentation
 Barriers to Effective
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Communication

• Process Barriers: involve all components of the

perceptual model of communication
• Personal Barriers: involve components of an
individual’s communication competence and
interpersonal dynamics between people
communicating
• Physical Barriers: pertain to the physical
distance between people communicating
• Semantic Barriers: relate to the different
understanding and interpretations of the
words we use to communicate
 Gender Differences Amity Center for e-Learning

• Women
– Prefer conversation for rapport building
– Want empathy, not solutions
– Are more likely to compliment
– Emphasize politeness
– More conciliatory
 Gender Differences Amity Center for e-Learning

• Men
– Talk as a means to preserve independence and
status by displaying knowledge and skill
– Work out problems on an individualized basis
– Are more directive in conversation
– Are more intimidating
– Call attention to their accomplishments
– Tend to dominate discussions during meetings
 WHAT IS EFFECTIVE
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LISTENING?

“Effective communication exists between two people when

the receiver interprets and understands the sender’s
message in the way the speaker intended it.”

Active Listening presumes: You are important to me and I

understand and accept all as true:
What you think What you need
How you feel What you want
 Amity Center for e-Learning

Benefits of Active
Listening
•Respect
•Trust
•Productivity
•Accuracy
•Enhances our Relationships
•Conflict Resolution
•Cultivates Positive Work Environment…
 Benefits of Active
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Listening

•Wins Friends
•Learning
•Confidence
•Innovative Solutions
•Reduces Negative Assumptions
 Barriers to Effective Listening
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Internal Barriers:
•Hearing what you want to hear
•Biased listening
•“Hot Buttons” or the Effects of Emotions
on Listening
•Physical Barriers
•Lack of Training
 Amity Center for e-Learning
Barriers to Effective Listening

External Barriers
•Talker not speaking loudly enough
•Talker’s mannerisms, appearance
•Loud noises
•Room temperature (too hot / too cold)
•Interruptions, phone calls
•Fidgeting / Clock watching
•Time pressure, deadline
 Amity Center for e-Learning
Importance of Listening to Non-Verbals

Much is communicated that isn’t verbalized – even when an

individual is not talking, he/she is still communicating in some
manner.
The skilled listener hears more than the speaker’s voice:
• pitch, rate, subtle variations
• face color & how it changes; movement of lips, mouth,
cheeks, eyebrows
Become aware of expressions that convey tension, doubt, trust,
inattention, and so forth.
 Methods to Improve Effective
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Listening Skills

• Listen with understanding; non-judgmentally & non-

critically
• Refrain from solving the talker’s problems or doing the
person’s thinking for him or her. Don’t give advice.
• Time your responses and questions
• Maintain eye contact
• Face the person with an open, relaxed posture
• Acknowledge the speaker by nodding, leaning forward,
making facial expressions that match the talker’s feelings
 Amity Center for e-Learning

EMOTIONAL INTELLIGENCE
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• IQ means Intelligence quotient

• EQ means Emotional quotient
• EI means Emotional intelligence
 Basic Emotions :
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Joy
Surprise
Love
Sadness
Anger
Disgust
Fear
 What is Emotional
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Intelligence (EI)?
• The ability to …
* Understand the needs and feeling of
oneself and other people.
* Manage one’s own feeling.
* Respond to others in appropriate
ways.
 Definitions of EI Amity Center for e-Learning

• Here are two of many definitions out there:

• Emotional Intelligence, also called EI and often
measured as an Emotional Intelligence
Quotient (EQ), describes an ability, capacity, or
skill assess, and manage the emotions of one's
self, of others, and of groups.
• A form of social intelligence that involves the
ability to monitor one’s own and other’s
feelings and emotions, to discriminate among
them, and to use this information to guide
one’s thinking and action. (Salovey & Mayer,
1990)
 Amity Center for e-Learning

FOUR COMPONENTS OF EI
• Self awareness
• Social Awareness
• Self Management
• Relationship Management
 IQ v/s EQ(Intelligence
Quotient v/s Emotional
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Quotient)

• The research shows that IQ can help

you to be successful to the extent of
20 percent only in life. The rest of 80
percent success depends on your EQ.
 EMOTIONAL SKILLS
MANAGERS SHOULD
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LEARN :
• EMOTIONAL COMPETENCY
• EMOTIONAL MATURITY
• EMOTIONAL SENSITIVITY
 I. EMOTIONAL
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COMPETENCY
• Tackling Emotional Upsets
• High Self-esteem
• Handling Egoism
• Handling Inferiority Complex
II. EMOTIONAL MATURITY Amity Center for e-Learning

• Self-Awareness
• Developing Others
• Delaying Gratification Adaptability
and Flexibility
 III. EMOTIONAL
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SENSITIVITY
• Understanding Threshold of
Emotional Stimulation Empathy
• Improving Inter-personal Relations
• Communicability of Emotions
 Applying EQ in Business
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Organization
• Human resources planning
• Job profiling
• Recruitment interviewing, selection &
Training
• Management development
• Customer relations and customer service, and
more Corporate culture
• Emotional Support
• Leadership Applying EQ in Business
Organization
 Characteristics Amity
ofCenter
a forlow
e-Learning

EQ Person
• “If only I had a different job … …”
• “If only I had finished graduation … …”
• “If only I had been handsome/beautiful …”
• “If only my spouse had stopped drinking …”
• “If only I had been born rich and famous…”
• “If only I had good contacts…”
• “If only I had better friends …”
• “If only I had married someone else …”
 Characteristics of a High
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EQ Person
• A time to be aggressive and a time to be passive
• A time to wait and a time to watch
• A time to be together and a time to be alone
• A time to fight and a time to love
• A time to work and a time to play
• A time to cry and a time to laugh
• A time to confront and a time to withdraw
• A time to speak and a time to be silent
• A time to be patient and a time to decide.
 Nine Strategies for
Promoting Emotional
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Intelligence
• Taking the time for mindfulness
• Recognizing and naming emotions
• Understanding the causes of feelings
• Differentiating between emotion and the need to
take action
• Preventing depression through “learned
optimism”
• Managing anger through learned behavior or
distraction techniques
• Listening for the lessons of feelings Using “gut
feelings” in decision making Developing listening
skills
 Amity Center for e-Learning

As a general rule, actions to reduce job stress should give top

priority to organizational change to improve working
conditions.

But even the most conscientious efforts to improve working

conditions are unlikely to eliminate stress completely for all
workers.

For this reason, a combination of organizational change and

stress management is often the most useful approach for
preventing stress at work.
 Amity Center for e-Learning

Thank You