Chapter 3

Interpersonal
Communication
 A Perceptual Model of Communication

Transmitted Receiver
Encoding Message
on medium decodes

Receiver
Sender Noise creates
meaning

Source Transmitted
Message Encoding
decodes on medium
 Sources of Distortion in Upward
Communication
Patterns of Distortion in Upward
Situational Antecedents
Communication

1. Supervisor’s upward Low High Increased distortion because

influence employees send more
favorable information and
withhold useful information.

2. Supervisor’s power Low Increased distortion because

High
employees screen out
information detrimental to
their welfare.

3. Subordinate’s aspiration Less accuracy because

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

4. Subordinate’s trust in Considerable distortion

the supervisor Low High because employees do not
pass up all information they
receive.
 Communication Styles
Communication Nonverbal Behavior Verbal Behavior
Style Description Pattern Pattern
Pushing hard Good eye contact; Direct and
Assertive Comfortable but unambiguous
without attacking;
permits others to firm posture; language; No
influence outcome; Strong, steady and attributions or
expressive and self- audible voice; Facial evaluations of
enhancing without expressions others’ behavior;
intruding on others. matched to Use of “I”
message; statements and
Appropriately cooperative
serious tone; “we”
Selective statements.
interruptions to
ensure
understanding.
 Communication Styles (continued)
Communication Nonverbal Behavior Verbal Behavior
Style Description Pattern Pattern

Taking advantage Glaring eye contact; Swear words

Aggressive Moving or leaning and abusive
of others;
Expressive and self- too close; language;
enhancing at Threatening Attributions and
others’ expense. gestures (pointing evaluations of
finger; clenched others’ behavior;
fist); Loud Voice; Sexist or racists
Frequent terms; Explicit
interruptions. threats or put-
downs.
 Communication Styles (continued)
Communication Nonverbal Behavior Verbal Behavior
Style Description Pattern Pattern

Encouraging others Little eye contact; Qualifiers

Nonassertive Downward glances; (“maybe,” “kind
to take advantage
of us; Inhibited; Slumped postures; of” ); Fillers
Self-denying. Constantly shifting (“uh,” “you
weight; Wringing know,” “well”);
hands; Weak or Negaters (“it’s
whiny voice. really not that
important,” “I’m
not sure”).
Communication is more than just
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
Messages

 Environment
 Interpersonal Distance
 Posture
 Gestures
 Facial Expressions
 Voice Quality
 Personal Appearance
 Skills and Best Practices: Advice to
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
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.
 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 Effective Listening
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 listening
delivery speakers to entire message before
making judgments

5. Hold your fire Gets too emotional or worked Withholds judgment until
up by something said by the comprehension is complete
speaker and enters into an
argument
 The Keys to Effective Listening (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 and
unfavorable information unfavorable information

9. Challenge yourself Resists listening to Treats complex

presentations of difficult presentations as exercises
subject manner for the mind

10. Use handouts, overheads, Does not take notes or pay Takes notes as required and
or other visual aids attention to visual aids uses visual aids to enhance
understanding of the
presentation
Barriers to Effective 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
 For class discussion: Which of the barriers to
effective communication is the most difficult
to deal with? Explain.
 Metacommunication

 Communicating about one’s

communication style/barriers to
communication, etc.
 Gender Differences

 Women
 Prefer conversation for rapport building
 Want empathy, not solutions
 Are more likely to compliment
 Emphasize politeness
 More conciliatory
 Gender Differences

 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