Professional Documents
Culture Documents
Writing
in successfull communication
sent =received
3 V of Communication
4
Sending:
Lack of gestures, tone of voice, ambigious words
!: Convey the importance of the message.
Environment:
Noise.Physical obstacles, inadequency of the channels,
Receiving:
Misinterpretion of any word or behaviour, perceptual
filter which reflect all our past experinces and
learning
Problems in Sending
6
brief
Well-designed
precise
specific
Short
Net&clear
Understandable&comprehensive
Four Personal Types
11
directness
supporting controlling
indirectness
Dimension 1:
Directness versus Indirectness:
13
First
Are you more direct or indirect?
Are you more supporting or controlling?
Second
Think of a “difficult” person with whom would like to
communicate better.
Source of the difficulty is the differency of personal
styles.
Being open to different styles
32
(slowpace) (fast-paced)
the thinker the director
style style
Controlling
(task oriented)
The Socializer I
34
Like changes
Prefer to delegate details
Cool, independent and competetive
Low tolerance for feelings, attitudes and
advise of others
Work quickly and impressively alone
Want to be recognized for their
accomplishment
The Director IV
41
Relater Socializer
Relationship-oriented Relationship-oriented
Moves, act and speaks Moves, acts, speak quickly
slowly Risk- taker
Wants tranquility peace Wants excitement &change
Enjoys teamwork Enjoy spotlight
Good counselling skills Good persuasive skills
The Four Style
54 At Glance
Thinker Director
Task-oriented Task-oriented
Moves, acts and speaks Moves, acts and speaks
slowly quickly
Wants to be accurate Wants to be in charge
Enjoys solitary, intellectual Gets results through others
work Makes decisions quickly
Cautious decision-makers
Good administrative skills
Good problem-solving
skills
Adapting Yourself I
If you are a Director
55
Lower your emphasis Develop and
on demonstrate more
Control of other people Supportive skills and
actions such as listening,
questioning, and positive
reinforcement
Adapting Yourself II
If you are a Socializer
56
Lower your emphasis
on
Develop and
Need for approval from demonstrate more
other people or groups
Directive skills and actions
such as self-assertion,
conflict-resolution,
negotiations
Adapting Yourself III
If you are a Relater
57
Lower your emphasis Develop and
on demonstrate more
Resistance to try new or Directive skills and actions
different opportunities such as negotiation and
divergent thinking
Adapting Yourself IV
If you are a Thinker
58
Lower your emphasis Develop and
on demonstrate more
Unnecessary perfectionism Supportive skills and
and the tendency to focus actions such as emphatic
listening, positive
on weakness reinforcement of others,
involvement with others
with complementary
strengths
Communicating with
Socializers I
59
Actively listen
Discuss personal feelings in the event of a
disagreement
Discuss and support relationship
Compliment their teamwork, their relationships with
others and their ability to “get along”
One-Dimensional Adapting
68
We will work on
Verbal and Nonverbal Communication
Lesson II
We will learn
79
Verbal Communication
Active listening
Art of Asking Questions
Using Feedback
Conflict resolution(1.part)
Verbal Communication
80
It improves relationships:
Listening to someone makes them feel good about you
which leads to increased trust and credibility and an
increased willingness toward cooperation
Benefits of Better Listening
87
Concentrate:
Focus your attention on the speaker and only on
the speaker. That will help you to eliminate
environmental “noise” and help you “receive”
the message clearly.
Acknowledge:
When you acknowledge your speaker, you
demonstrate your interest and attention. Your
acknowledgement encourages the speaker and
actually helps the speaker send a clearer message. If
it is acceptable do not hesitate to show acceptance
for avoiding to stop the communication.
The CARESS Model II
Acnowledge
103
Research:
Gather information about your speaker, his interests
and objectives. This will help you understand the
message, ask questions for a more in-depth
conversation and respond to the speaker in a way
that promotes communication.
The CARESS Model III
Research
105
108
Structure:
Structure and organize the information as you receive
it. This is what you should do with the time
generated by the gap between speaking and the
hearing speeds. By organizing the information as you
received it, you will improve your retention and
understanding of the material.
The CARESS Model VI
Structure
115
“You feel/think________________.”
“I appreciate your position and understand that
__________.”
“I understand that you think we need a new
computer.”
“I appreciate your position and realize that you
think it will improve our productivity.”
“ I believe we should wait because a new model is
about to be released.”
Levels of Confrontation VI
198
“You feel/think_______.”
“I feel____________because.”