That's Not What I Said! - Effective Workplace Communication

• Chapter 0 - Overview
  • Learning Objectives
  • Introduction
• Chapter 1 - Communication Basics
  • Learning Objectives
  • Introduction
  • Communication Skills Assessment
    • Communication Factors
  • Communication Fun Facts
    • Adults Retain
    • How We Receive Information
    • How We Perceive Messages
    • Quotable Quotes
  • Three Models of Communication
    • The One-Way Model of Communication
    • The Turn-Taking Model of Communication
    • The Co-Construction of Meaning Model of Communication
  • References
• Chapter 2 - Technology and Communication Etiquette
  • Learning Objectives
  • Introduction
  • Ways in Which Organizations Communicate
    • Channel Methods of Communications
    • Media as Vehicle of Communication
  • The Impact of Technology on Interpersonal Communication
    • The Impact of Television and the Internet
    • The Impact of Television News
  • The Impact of E-mail
    • The Art of Writing E-mails
    • Email is NOT PRIVATE
    • Advantages and Disadvantages of E-mail
    • How to Write More Effective E-mails
    • The Importance of Audience, Tone, and Vocabulary Choices in E-mails
    • Other Considerations When Writing E-mails
  • Access, Democratization, and Openness
  • Practical Issues
  • Conferences as a Way to Learn
  • "Smart Phones"
  • References
• Chapter 3 - Competence in Verbal and Nonverbal Communication
  • Learning Objectives
  • Introduction
  • A Verbal Competence Model by Spitzberg and Cupach
  • Knowledge
  • Skills
    • Altercentrism
    • Composure
    • Coordination
    • Expressiveness
  • Motivation
  • Communication Apprehension
  • Context
  • Verbal Judo by Thompson and Jenkins
  • Nonverbal Competence
  • References
• Chapter 4 - The Art of Persuasion – Speaker Credibility
  • Learning Objectives
  • Introduction
  • Credibility in Conversation
    • How to Speak So Others Will Listen
    • Characteristics that Enhance Speaker Credibility
    • Communication Strategies Also Include Emotions
  • Components of Speaker Credibility
    • Competence
    • Charisma
  • The Link between Credibility and Trust
  • Emotional Contact
    • "The Spoken Word Is Almost the Polar Opposite of the Written Word."
    • "You've Got to Be Believed to Be Heard."
    • "Believability is Overwhelmingly Determined at a Preconscious Level."
  • Establishing Credibility through Service to the Community
  • CPA Ethics and 'Community'
  • Presuppositions
  • References
• Chapter 5 - The Power of Words
  • Learning Objectives
  • Introduction
  • Words and Power
  • Words and Ethics
  • Words and Usage
  • Words and Ideology
    • Transformational Vocabulary or Some of America's Common Underlying Concerns
  • Words and Gender
    • Propriety
    • Hesitancy
    • Verbal Excess
    • Gender and Communication
  • Words and Vocabulary Building
  • Words and Conflict
  • Use the Power of Words to Develop a 'Leadership Message'
    • Types of Leadership Communicators
    • Four "I"s Leadership Message Model by Baldoni
  • The New American Lexicon
  • References
• Chapter 6 - Communicator Style
  • Learning Objectives
  • Introduction
  • Five Approaches to Communicator Style
    • Norton
    • Cooper
    • Blanchard and Giraud
    • Hirokawa and Waldron
    • Alessandra and Hunsaker
  • Developing Your Communicator Style in the Workplace
  • Changing Your Communicator Style
    • Steps to Change One's Communicator Style
  • Communicator Style and Substance
  • Deceit in the Workplace
  • References
• Chapter 7 - Persuading Women and Men
  • Learning Objectives
  • Introduction
  • Glass' View that Men and Women Communicate Differently
    • Body Language
    • Facial Language
    • Speech and Voice Patterns
    • Language Content
    • Behavioral Pattern Differences
  • Men Are from Mars, Women Are from Venus
    • Communication and Stress in the Workplace
    • Gender Complaints in the Workplace
    • Communication and Problem-Solving
    • Communication and Feelings
  • Persuading Women and Men
  • References
• Chapter 8 - Listening
  • Learning Objectives
  • Introduction
  • Attracting New Clients
  • The Most Neglected Communication Skill
  • Effective Listening and Values
  • The Many Aspects of Listening
  • Learn from Those Who Listen Effectively
  • Fear of Listening
  • Men Listening to Women
  • Tips for Improving Listening
  • Rehearsal and Memory Techniques
    • Patterns and Sequences
    • Association Techniques
  • Appropriate Note-Taking
  • Listening and Questions
    • A Good Question Obtains More Information
    • A Question Clarifies Items
    • A Question Indicates That You Are Listening and That You Care
  • References
• Chapter 9 - That's Not What I Said
  • Learning Objectives
  • Introduction
  • Communication and Misunderstanding
    • We Cannot Not Communicate
    • Communication Always Has Effects
    • Communication Is Irreversible
  • Crises within Relationships
    • The Crisis of Individuation
    • The Crisis of Inferiority
    • The Crisis of Isolation
  • Relabelling Personality Conflicts
  • Differentiating Assertive, Non-Assertive, and Aggressive Communication
  • Constructing Assertive Responses
  • Fighting Words
  • Ways to Prevent Misunderstandings
    • Use Precision in Word Choice
    • Use Nonverbal Techniques for Preventing Misunderstanding
    • Do Not Assume That You Communicate Clearly
    • Do Not Assume That the Other Person Agrees
    • Invite Participation from Everyone
    • Build a Flexible, Forgiving Culture
  • Communicating One-on-One with Employees
  • References
• Chapter 10 - Difficult Communication
  • Learning Objectives
  • Introduction
  • Difficult Communication and Real Time
    • Difficult Communication Patterns
    • Hostile-Aggressive
    • Passive-Aggressive
    • Procrastinating
    • Negative-Complaining
    • Arrogant
  • Coping Techniques
  • Difficult Communication between Men and Women in the Workplace
  • Hostile Communication Patterns and Verbal Aggression
    • Blaming
    • Placating
    • Computing
    • Distracting
    • Leveling
    • Responding to Hostile Communication
  • Games in the Workplace
    • Ain't It Awful
    • Blemish
    • Cook the Books
    • Harried
    • He's Great, but Did You Know?
    • I'm Only Trying to Help You, or Its Variant "For Your Own Good"
    • If It Weren't for You
    • If That's What You Want
    • Kick Me
    • Let's You and Him Fight
    • Make My Day
    • Now I've Got You, You SOB
    • Silent Protest
    • Try and Get Away with It
    • Up in Arms
    • Phrases such as 'Why Don't You, Yes, But...'
    • Wooden Legs
  • References
• Chapter 11 - Communication and Work Teams
  • Learning Objectives
  • Introduction
  • Communication before Work Team Formation
  • Communication during Work Team Formation
    • Skepticism
    • Assessment and Rewards
    • Leadership
  • Communication in Work Teams
    • Modified Problem-Solving Sequence
    • Mission and Morale
    • Network Analysis
    • Roles
    • Pairs of Communication Acts
  • Work Team Conflict
  • Approaches to Work Team Conflict
  • Other Aspects of Work Teams
    • Metaphors and Stories in Group Development
    • Groupthink
  • Women and Men in Work Teams
    • Domination Syndrome
    • Deference Syndrome
    • No Difference Syndrome
    • Everyone Contributes Syndrome
  • References
• Chapter 12 - Communication Skills for Leaders
  • Learning Objectives
  • Introduction
  • Issues Prior to Group Discussions
    • What Is the Issue in Operational Terms?
    • How Is a Group Approach Advantageous?
    • Who Should be Involved?
  • Logistical Issues in Setting Up Group Discussions
  • Communication Skills for Effective Discussion Leaders
    • Starting the Meeting
    • During the Meeting
    • Asking and Answering Questions in the Meeting
  • Identifying and Addressing Group Interaction Problems
  • Use the Internal Languages in the Workplace: The Languages of Complaining and Blaming
    • The Language of Complaining
    • The Language of Blame
  • Closing Group Discussions
  • Recruiting New Accountants
  • References
• Chapter 13 - Latest Developments

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Chapter 0 - Overview

Learning Objectives

During this course, you will

• Become familiar with the factors that influence communication in the workplace.

• Review the effect of technology on the communication process.

• Understand the strengths of your communicator style.

• Listen so that you hear the real message.

• Speak so that you are heard.

• Review the components of speaker credibility.

• Match the message with the audience as a way of preventing misunderstandings.

• Learn to make differing communication styles a plus rather than a problem.

• Understand the power of your words on your audience.

• Learn techniques for dealing with difficult communication patterns.

• Understand the communication processes effecting work team communication.

• Review important communication skills for group leaders.

Introduction

Researchers agree that there are many differing styles of communication – styles based on gender as well as other factors. These differing styles can be the basis of many frustrating moments in the workplace, and at the same time, a mix of styles can be the source of creativity and productivity. This course is designed to familiarize participants with the many aspects contributing to differing ways of communicating so that communication breakdowns can be changed to communication breakthroughs.

Special emphasis is placed on the co-construction of meaning model of communication. This model of communication portrays communication as interaction, interpretation, and meaning created by the participants during and after the interaction. Communication is seen as a complex process with many variables.

Chapter 1 - Communication Basics

Learning Objectives

After studying this unit, you should be able to

• Understand the significance and importance of effective communication skills in the workplace.

• Evaluate one's current level of communication skills.

• Understand basic generalizations about communicating in the workplace.

• Understand the components and weaknesses of the three models of communication.

Introduction

Many books have been written in the past 20 years on the importance of effective communication skills in the workplace. Researchers agree that successful people in the workplace are successful communicators. As John Stevens noted, success in the workplace is far more dependent on our communication skills as opposed to our technical skills.

• 40% of jobs require excellent listening skills.

• 30% of jobs require excellent applied technology skills.

Decker in his book on communication, cites the results of a 20-year longitudinal study conducted by Professor Harrell at Stanford University on the qualities needed for career success. He found that the following were consistently mentioned:

• “An outgoing, ascendant personality.”

• “A desire to persuade, to talk, and work with people.”

• “A need for power.”

Decker concludes that the need for strong communication skills is demonstrated by the first two items.

Elgin, in her research on communication patterns and strategies, strongly believes that we can improve our communication skills and learn new techniques for communicating that will enhance our effectiveness in the workplace. She suggests that in our interactions with others our ultimate goals should be what she calls “The R's of Excellent Communication.”

The R's of Excellent Communication:

• Reduce tension.

• Reduce hostility.

• Reduce the loss of face.

• Reduce the burden on short-term memory.

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