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
  • 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 - Ethics Focus: Business and Industry
  • Ethics Overview
  • Recent Developments
  • Key Ethical Dilemmas
  • Addressing Ethical Dilemmas
  • Available Resources
• Chapter 14 - Latest Developments

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