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
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
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
(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
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 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

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
(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
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