Communications - Interpersonal Skills

Participant Guide
NOTES
Table of Contents

Agenda .................................................................................................................... 5
Learning Objectives ................................................................................................ 7
1.0 What is communication?........................................................................... 11
1.1 Sender ................................................................................................... 11
1.2 Message................................................................................................. 11
1.3 Channel ................................................................................................. 12
1.4 Receiver ................................................................................................ 12
1.5 Feedback ............................................................................................... 12
1.6 Barriers.................................................................................................. 12
2.0 Types of communication........................................................................... 27
2.1 Verbal communication.......................................................................... 30
2.2 Non-verbal communication .................................................................. 31
2.3 Listening ............................................................................................... 48
2.3.1 Types of listening.......................................................................... 48
2.3.2 Improving Listening through Feedback........................................ 49
3.0 Ways we communicate ............................................................................. 67
3.1 Speeches................................................................................................ 70
3.2 Presentations ......................................................................................... 70
3.3 Correspondence/Office Communication .............................................. 70
3.4 Telephone.............................................................................................. 70
3.5 Voice Mail ............................................................................................ 71
3.6 Email ..................................................................................................... 71
3.7 Websites................................................................................................ 71
3.8 Blogs ..................................................................................................... 71
4.0 Factors influencing effective communication........................................... 75
4.1 Special needs / accessibility.................................................................. 75
4.2 Environment / setting............................................................................ 75
4.3 Literacy skills........................................................................................ 75
4.4 Cultural factors...................................................................................... 76
4.5 Email etiquette ...................................................................................... 76
4.6 Tone ...................................................................................................... 76
4.7 Respect.................................................................................................. 76
4.8 Gender neutrality .................................................................................. 76
4.9 Jargon.................................................................................................... 76
5.0 Parking Lot................................................................................................ 79
6.0 Discussion/Questions/Summary ............................................................... 79
7.0 Evaluation ................................................................................................. 79
8.0 Appendices................................................................................................ 79
References............................................................................................................. 99

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NOTES

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Communications Module 1 – Part 1 –
Interpersonal Communications
The Communications Module is designed to be delivered over a two-day period.
The first day is Interpersonal Communications and Day Two is Communications
Planning.

AGENDA
Activity

Icebreaker
Welcome & Overview
Agenda Review
Communication Process
Types of Communication
Verbal
Non-Verbal
Listening
Factors Influencing Communication
Parking Lot
Discussion/Evaluation

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NOTES

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Learning Objectives

The learning objectives for the Interpersonal Communications module

include:
¾ Understand the fundamentals of basic communication
¾ Identify various types of verbal communication
¾ Discuss various types of non-verbal communication
¾ Analyze communication and listening skills and identify and
practice ways to improve skills
¾ Recognize various factors that influence communication

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NOTES

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 Exercise 1: Getting to know you

Objective

Give participants an opportunity to practice their communication skills

Advance preparation

None

Exercise

Students should pair up to interview each other so that they may learn enough
about the person to introduce him/her to the rest of the group.

Participant resources

Pen/pencil and paper

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NOTES

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1.0 What is communication?
Communicating and communication are complex interactions with a
variety of definitions. A short definition is that communication is a
process in which a person, through language, signs and symbols, conveys
a message to another person.

In order to understand the communication process, it is important to

examine the basic elements and their impact on the message. The sender,
message, channel, receiver, noise/distortion and feedback and each will
now be reviewed and discussed.

1.1 Sender

What influences your effectiveness as a sender?

• Language and how you use it

• Credibility
• Knowledge of content, audience and context
• Experience, attitudes and values

1.2 Message
• Written
o Words, sentences, paragraphs

• Oral
o Use of your voice – tone, pitch

• Non-Verbal
o Gestures
o Facial expressions
o Eye contact
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 o Environment (office set up)
1.3 Channel
• Verbal
o Face to face meetings
o Telephone
o Video-conferencing
• Written
o Reports
o Letters
1.4 Receiver

When receiver receives the message, communication has taken place.

However, there are several characteristics of receivers that can impact the

message and thus the communication process.

• Abilities

• Attitudes

• Experience

1.5 Feedback

• Receiver responds in some way

• Key component as it allows sender to evaluate effectiveness of

message

1.6 Barriers

Although communication process appears to be simple, there are certain

barriers throughout the process. The barriers can have a negative impact

on the process.

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 • Inappropriate medium or channel

• Incorrect grammar, inflammatory words, words that conflict with body

language

• Technical jargon

• Noise

o Can occur at any stage

o Interference from various sources – radio, chatter, anything that

impacts attention

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NOTES

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 Additional Material # 1

Source:

http://www.mindtools.com/CommSkll/CommunicationIntro.htm

Communications Skills - The Importance of Removing Barriers:

Problems with communication can pop-up at every stage of the communication process
(which consists of sender, message, channel, receiver, feedback and context - see
the diagram below) and have the potential to create misunderstanding and confusion.

To be an effective communicator and to get your point across without misunderstanding

and confusion, your goal should be to lessen the frequency of these problems at each
stage of this process with clear, concise, accurate, well-planned communications. We
follow the process through below:

Sender...
To establish yourself as an effective communicator, you must first establish credibility. In
the business arena, this involves displaying knowledge of the subject, the audience and
the context in which the message is delivered.

You must also know your audience (individuals or groups to which you are delivering
your message). Failure to understand who you are communicating with will result in
delivering messages that are misunderstood.

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Message...
Next, consider the message itself. Written, oral and nonverbal communications are
affected by the sender’s tone, method of organization, validity of the argument, what is
communicated and what is left out, as well as by the individual style of communicating.
Messages also have intellectual and emotional components, with intellect allowing us the
ability to reason and emotion allowing us to present motivational appeals, ultimately
changing minds and actions.

Channel...
Messages are conveyed through channels, with verbal including face-to-face meetings,
telephone and videoconferencing; and written including letters, emails, memos and
reports.

Different channels have different strengths and weaknesses. For example, it's not
particularly effective to give a long list of directions verbally, while you'll quickly cause
problems if you criticize someone strongly by email.

Receiver...
Your message is delivered to individual members of your audience. No doubt, you have
in mind the actions or reactions you hope your message will get from this audience. Keep
in mind, though, that each of these individuals enters into the communication process
with ideas and feelings that will undoubtedly influence their understanding of your
message, and their response. To be a successful communicator, you should consider
these before delivering your message, and act appropriately.

Feedback...
Your audience will provide you with feedback, verbal and nonverbal reactions to your
communicated message. Pay close attention to this feedback as it is crucial to ensuring
the audience understood your message.

Context...
The situation in which your message is delivered is the context. This may include the
surrounding environment or broader culture (i.e. corporate culture, international cultures,
etc.).

Removing Barriers At All These Stages

To deliver your messages effectively, you must commit to breaking down the barriers that
exist in each of these stages of the communication process.

Let’s begin with the message itself. If your message is too lengthy, disorganized, or
contains errors, you can expect the message to be misunderstood and misinterpreted.
Use of poor verbal and body language can also confuse the message.

Barriers in context tend to stem from senders offering too much information too fast.
When in doubt here, less is oftentimes more. It is best to be mindful of the demands on
other people’s time, especially in today’s ultra-busy society.

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Once you understand this, you need to work to understand your audience’s culture,
making sure you can converse and deliver your message to people of different
backgrounds and cultures within your own organization, in your country and even abroad.

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NOTES

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 Exercise 2: Discuss communication
barriers
Objective
To discuss barriers in the communication process.

Advance preparation
None

Exercise
Facilitator leads group discussion (brainstorming) on barriers to communication
and how they impact the communication process.

Participant resources
Pen/pencil paper if done on individual basis before large group discussion.

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NOTES

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 Exercise 3: Identify and deal with
common communication problems

Objective

Identify strategies to deal with common communication problems.

Advance preparation

Review case studies

Exercise

Break up into groups and review case study on the following pages. Each
group assigns a recorder and presenter to report back to the large group.

Participant resources

pen/pencil and paper; flipchart to record discussion and solutions:

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NOTES

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 Exercise 3: Case studies

1. Harbour View Town Council Development

Directions: In your groups identify and discuss some of the

communication problems in this scenario. Consider the communication
process above – sender, message, channel, receiver, feedback and
barriers.

The Harbour view town council was discussing an application for a

housing development adjacent to land to be obtained by the town for
economic development. The land for economic development purposes
had been discussed at length by the economic development committee and
approved by that committee and then by council.

During the council meeting, the staff person responsible for economic
development was not present. The housing development was approved
but several councilors raised concerns about land acquired for economic
development and the process the Town was following in its acquisition.
Several councilors who know about the process did not speak up to
address their colleagues’ concerns and questions about the land
acquisition. The media was present at the meeting as well as several
residents and the local media then produced an article on the issue.

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 2. Midland Lake Park Association Funding

Directions: In your groups identify some of the communication

problems in this scenario. Consider the communications process above
– sender, message, channel, receiver, feedback and barriers.

The president/chairperson of the board of directors of Midland Lake Park

Association hears that a local similar organization may soon receive
funding for a similar wetlands related project for which the Association
has applied for funding. The president/chairperson calls the office to
request that an email be sent to the board asking for feedback on their
position on what he has heard, as he feels that he should raise a concern
about funding for the other project.

The president/chairperson is on her way to a meeting and the executive

director is at lunch so her assistant hears the concern and passes on the
message to the executive director when he returns. The executive director
immediately sends out the email to all members stating that
president/chairperson is concerned that funding has been provided to a
similar organization. Several board members are upset with the funding
and start calling the local government office to express concern about the
funding. It is discovered that the funding was not announced but was
contemplated and the Association would have been consulted before any
decision was made. The president/chairperson does not explain where she
got the information, and insists the problem was the administrative
assistant. The assistant says she gave her the impression funding was
announced and they were reacting to that and showed the executive
director her notes.

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 3. Timberland Development Association

Directions: In your groups identify some of the communication

problems in this scenario. Consider the communications process above
– sender, message, channel, receiver, feedback and barriers.

The Timberland Development Association is pursing ownership of a large

marina which generates significant revenue and has potential for
waterfront tourism development. The executive director is very well
versed in the project, where similar projects are located and the
government departments and processes involved. During preparation of a
board meeting, an executive member contacts him to advise him that he’s
heard that a similar project encountering some of the same government
hurdles has had them resolved so he should follow up immediately. The
executive director knows that the member is misinformed and suggests
that they wait for a few days. The board member is insistent and then
contacts the chair who directs the executive director to drop what he is
doing and follow up on the information. The executive director has to
defer working on the board package and spends the afternoon following
up to find he is correct. The board meeting that evening does not have full
documentation due to the afternoon project. The other board members are
complaining and the executive director is unable to place blame for the
problem on the chair and board member so takes the blame.

4. Economic Development Corporation Funding

Proposal

Directions: In your groups identify some of the communication

problems in this scenario. Consider the communications process above
– sender, message, channel, receiver, feedback and barriers.

The Executive Director of the local Economic Development Corporation

is working with a Town official on a funding proposal for a trail in the
town. The group working with the Corporation on the trail has also taken
on taken the cleanup of the lake that will be part of the trail and is
confronting the Town with allegations that they feel that the town is not
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 putting enough funding into the cleaning up of the lake and that they
continue to pollute it. The group has to write the Town to ask for support
for the funding proposal.

The Town official, in a telephone conversation with the Executive

Director, discusses how a confrontational approach is not always the best
approach and that the group’s letter should address the funding issue and
not the other issues. The Town official asks the Executive Director if he
could try to work with the group in writing the letter to the Town. The
town official knows that support and funding for the trail will get better
support if the group approaches the town about the project and not the
other issues and relays this to the Director. The Town official is surprised
to see later in the day an email from the Director to the group stating that
the town official suggests that the letter should be non-confrontational.

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2.0 Types of communication
Now that we have a better understanding of the communication process,

we will now focus on the various types of communication – some of

which we have already mentioned above.

• Verbal

• Non-Verbal

• Listening

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 NOTES

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 Exercise 4: How we communicate

Objective

Understand how verbal, vocal and visual elements contribute to the total
message.

Advance preparation

Select participants for role play.

Exercise

Role play a brief conversation between two people and participants will
observe and interpret the sender and receiver’s verbal and non-verbal
communication skills.

Select two participants to participate in a three to four-minute role play – an

Exchange between a resident and town clerk.

The resident is refusing to pay interest on a business tax account despite

repeated bills and statement stating that interest is now accruing as bill not
paid on time. The resident is angry and challenging the clerk who is trying to
explain the fact that policy has been in place, ways to appeal, etc. The
resident decides to pay only the business tax amount and not the interest and
then leaves the premises, leaving the clerk frustrated and having to prepare a
report for council to discuss the interest.

Participant resources: Sample communication log in Appendix.

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2.1 Verbal communication
Verbal communication is what we say and how we say it. There are various ways
in which we use our verbal communication skills – we use them to talk, to listen,
to give and receive feedback, to question.

¾ Speech
• Range
o Musicality of your voice
¾ Make musical type sounds when you speak
¾ Average person has a range of 7 to 11 notes when they
speak
¾ Speech that is interesting to listen to has at least 7 to 11
notes
o Monotone is less than 7 notes
¾ Someone speaking with less than 7 notes had a
monotone voice
¾ Speech that is monotone is difficult to listen to and does
not maintain attention
• Pitch
o Point within range where voice is placed for speaking
o Deeper voices easier to hear than high squeaky ones
• Volume
o Loudness or softness
o Depends on location
• Enunciation
o Clearness of your speech

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 • Pronunciation
o How you pronounce your words
o Dialect is important factor in some areas
• Infliction
o Change in pitch to emphasize word(s)
• Tone
o Convey a range of emotions

2.2 Non-verbal communication

Non-verbal communication is what we say with our body. It includes facial
expressions, eye contact, tone of voice, body posture and motions, and positioning
within groups. It may also include the way we dress, our silence and other
mannerisms.
Knowledge of non-verbal communication is important for those who work with
others as it enables them to interpret actions and understand feelings and attitudes
of others.

¾ Examples of non-verbal communication

ƒ Body language
o Body position (slouching, arms folded)
o Body orientation (face to face, side to side)
o Eye contact (direct, downward)
o Gestures (pointing, swaying)
o Facial expressions (communicate emotions)
o Touch
o Personal space
ƒ Written Communication
o Provides medium when we are unable to communicate verbally
o Can provide opportunity to convey message

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 o Can be interpreted for meanings or impressions
ƒ Appearance/image
o How we dress
o How we present ourselves
o How we network or act in public
ƒ Environment
o office set up
o location of desk
o boardroom seating arrangement
o personal space

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 Additional Material #2
Verbal Communication – Using your voice

Range
Anytime you speak, you are making sounds that are more or less musical. The average man, for
example, has a range of from seven to eleven notes. Speech that is interesting to listen to uses this
range of at least seven to eleven notes. Use less than seven, and you have the boring old monotone
style that put people off.

Pitch
Pitch is the point within the vocal range where the voice is placed for speaking. If your pitch is too
high or too low your voice will tire easily and is not flexible enough to be used to its best
advantage.
TIP . . . Keep your pitch a little lower than normal. Slightly deeper voices are easier to hear than
high squeaky ones

Volume

The volume or loudness of your voice will depend upon the conditions under which your are
talking. The size and acoustics of the room, then number and location of participants, and the level
of noise in the immediate area all are factors which can affect the volume. Volume, the range,
should not become monotonous. Very effective emphasis can be achieved by speaking softly
which you are talking. The size and acoustics of the room in the immediate area or very loudly as
the occasion demands.
TIP . . . Make sure that you vary your volume BUT be sure to be heard. Project your voice and
consider the volume of your music and the acoustics of your exercise room.

Enunciation

Enunciation demands that each letter, syllable or word you use be uttered definitely, audibly and
distinctly

Pronunciation
Pronunciation is the way of sounding words. Mispronunciation, especially of key words, can
mislead a listener or just as bad, lower your credibility as a fitness leader.
TIP . . . Take some time before your class to discover the pronunciation of and practice using
words that are unfamiliar or familiar words that are often mispronounced

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Infliction
Inflection is basically a sliding change of pitch. When accompanied by a sudden and wide change
of volume or range, you get emphasis on single words or phrases than can be effective and
interesting to hear.

TIPS • Don’t overuse this technique. Your words will sound affected and insincere.

• Do practice using inflection wisely as it is a certain way to improve the interest - holding quality
of your speaking

Change of Pace

This one involves both rate of speed of the presentation and pauses in speaking.

TIPS • The large the class-the slower the rate should be

• The lower the ability level of the class the slower your must speak. Beginners are at a
disadvantage - they are unfamiliar with the activities and the language.
• Difficult or new material requires a slower rate of presentation.
• Pauses should be clean, definite breaks in the presentation of material. They give people time to
let what was just said "sink in". ALSO pauses can be used to help you think on the fly especially if
you’ve been asked a difficult or embarrassing question.
This one involves both rate of speed of the presentation and pauses in speaking.

Verbal Mannerisms

Verbal mannerisms should always be avoided. Here are the most common examples:
• Use of "pet" words or expressions over and over again in a lesson: e.g. "Right"? "You know
what I mean?". "OK".
• Word Whiskers: e.g. "Er-r-r" or "and-a-a-a-", i.e. audible pauses.
• Constant repetition of certain phrases is also annoying

Source:
College of the North Atlantic (2006). Interpersonal communication skills and conflict resolution.
College of the North Atlantic and Municipal Training and Development Corporation.

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 Additional Material #3

Non-verbal Communication

When Demosthenes was asked what was the first part of oratory he answered, "'action"; and which
was the second, he replied, "action"; and which was third he still answered, "action." People tend
to believe actions more than words!

Have you ever heard anyone say, "His actions spoke so loudly I couldn't hear what he said?" Have
you ever wondered whether anyone has said this about you? What we do is a means of
communication, subject to interpretation by others. Did you ever stop to think that even failure to
act is a way of communicating?

Today, many researchers are concerned with the information sent by communication that is
independent of and different from verbal information; namely, the non-verbal communication.
Verbal communication is organized by language; non-verbal communication is not.

Communication is the transfer of information from one person to another. Most of us spend about
75 percent of our waking hours communicating our knowledge, thoughts, and ideas to others.
However, most of us fail to realize that a great deal of our communication is of a non-verbal form
as opposed to the oral and written forms. Non-verbal communication includes facial expressions,
eye contact, tone of voice, body posture and motions, and positioning within groups. It may also
include the way we wear our clothes or the silence we keep.

In person-to-person communications our messages are sent on two levels simultaneously. If the
nonverbal cues and the spoken message are incongruous, the flow of communication is hindered.
Right or wrong, the receiver of the communication tends to base the intentions of the sender on the
non- verbal cues he receives.

Categories and Features

G. W. Porter divides non-verbal communication into four broad categories:

Physical. This is the personal type of communication. It includes facial expressions, tone of voice,
sense of touch, sense of smell, and body motions.

Aesthetic. This is the type of communication that takes place through creative expressions:
playing instrumental music, dancing, painting and sculpturing.

Signs. This is the mechanical type of communication, which includes the use of signal flags, the
21-gun salute, horns, and sirens.
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Symbolic. This is the type of communication that makes use of religious, status, or ego-building
symbols.
Our concern here will be with what Porter has called the physical method of non-verbal
communication.
Knowledge of non-verbal communication is important managers who serve as leaders of
organizational "teams," for at least two reasons:

• To function effectively as a team leader the manager must interact with the other
members successfully. Non-verbal cues, when interpreted correctly, provide him with
one means to do so.
• The team members project attitudes and feelings through non-verbal communication.
Some personal needs such as approval, growth, achievement, and recognition may be met
in effective teams. The extent to which these needs are met is closely related to how
perceptive the team leader and team members are to non-verbal communication in
themselves and in others on the team.

If the team members show a true awareness to non-verbal cues, the organization will have a better
chance to succeed, for it will be an open, honest, and confronting unit. Argyle and his associates
have been studying the features of nonverbal communication that provide information to managers
and their team members. The following summarizes their findings:

Static Features

Distance. The distance one stands from another frequently conveys a non-verbal message. In
some cultures it is a sign of attraction, while in others it may reflect status or the intensity of the
exchange.

Orientation. People may present themselves in various ways: face-to-face, side-to-side, or even
back-to-back. For example, cooperating people are likely to sit side-by-side while competitors
frequently face one another.

Posture. Obviously one can be lying down, seated, or standing. These are not the elements of
posture that convey messages. Are we slouched or erect ? Are our legs crossed or our arms folded
? Such postures convey a degree of formality and the degree of relaxation in the communication
exchange.

Physical Contact. Shaking hands, touching, holding, embracing, pushing, or patting on the back
all convey messages. They reflect an element of intimacy or a feeling of (or lack of) attraction.

Dynamic Features

Facial Expressions. A smile, frown, raised eyebrow, yawn, and sneer all convey information.
Facial expressions continually change during interaction and are monitored constantly by the
recipient. There is evidence that the meaning of these expressions may be similar across cultures.

Gestures. One of the most frequently observed, but least understood, cues is a hand movement.
Most people use hand movements regularly when talking. While some gestures (e.g., a clenched
fist) have universal meanings, most of the others are individually learned and idiosyncratic.
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Looking. A major feature of social communication is eye contact. It can convey emotion, signal
when to talk or finish, or aversion. The frequency of contact may suggest either interest or
boredom.

The above list shows that both static features and dynamic features transmit important information
from the sender to the receiver.
Tortoriello, Blott, and DeWine have defined non-verbal communication as:
". . . the exchange of messages primarily through non-linguistic means, including: kinesics (body
language), facial expressions and eye contact, tactile communication, space and territory,
environment, paralanguage (vocal but non-linguistic cues), and the use of silence and time."
Let's review these non-linguistic ways of exchanging messages in more detail.

Kinesics
Lamb believes the best way to access an executive's managerial potential is not to listen to what he
has to say, but to observe what he does when he is saying it. He calls this new behavioral science
"movement analysis." Some of the movements and gestures he has analyzed follow:

Forward and Backward Movements. If you extend a hand straight forward during an interview
or tend to lean forward, Lamb considers you to be an "operator"- good for an organization
requiring an infusion of energy or dramatic change of course.

Vertical Movements. If you tend to draw yourself up to your tallest during the handshake, Lamb
considers you to be a "presenter." You are a master at selling yourself or the organization in which
you are employed.

Side-to-Side Movements. If you take a lot of space while talking by moving your arms about, you
are a good informer and good listener. You are best suited for an organization seeking a better
sense of direction. Lamb believes there is a relationship between positioning of the body and
movements of the limbs and facial expressions. He has observed harmony between the two. On
the other hand, if certain gestures are rehearsed, such as those made to impress others, there is a
tendency to separate the posture and the movements. The harmony disappears.
Studies by Lamb also indicate that communication comes about through our degree of body
flexibility. If you begin a movement with considerable force and then decelerate, you are
considered a "gentle-touch." By contrast, if you are a "pressurizer," you are firm from beginning to
end. The accuracy of Lamb's analyses is not fully known. However, it is important that
corporation executives are becoming so sensitive to the importance of non-verbal messages that
they are hiring consultants, such as Lamb, to analyze non-verbal communications in their
organizations.

Facial Expressions
Facial expressions usually communicate emotions. The expressions tell the attitudes of the
communicator. Researchers have discovered that certain facial areas reveal our emotional state
better than others. For example, the eyes tend to reveal happiness or sadness, and even surprise.
The lower face also can reveal happiness or surprise; the smile, for example, can communicate
friendliness and cooperation. The lower face, brows, and forehead can also reveal anger.
Mehrabian believes verbal cues provide 7 percent of the meaning of the message; vocal cues, 38
percent; and facial expressions, 55 percent. This means that, as the receiver of a message, you can

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rely heavily on the facial expressions of the sender because his expressions are a better indicator of
the meaning behind the message than his words.

Eye Contact
Eye contact is a direct and powerful form of non-verbal communication. The superior in the
organization generally maintains eye contact longer than the subordinate. The direct stare of the
sender of the message conveys candor and openness. It elicits a feeling of trust. Downward
glances are generally associated with modesty. Eyes rolled upward are associated with fatigue.

Tactile Communication
Communication through touch is obviously non-verbal. Used properly it can create a more direct
message than dozens of words; used improperly it can build barriers and cause mistrust. You can
easily invade someone's space through this type of communication. If it is used reciprocally, it
indicates solidarity; if not used reciprocally, it tends to indicate differences in status. Touch not
only facilitates the sending of the message, but the emotional impact of the message as well.

Personal Space
Personal space is your "bubble" - the space you place between yourself and others. This invisible
boundary becomes apparent only when someone bumps or tries to enter your bubble.
How you identify your personal space and use the environment in which you find yourself
influences your ability to send or receive messages. How close do you stand to the one with whom
you are communicating ? Where do you sit in the room? How do you position yourself with
respect to others at a meeting? All of these things affect your level of comfort, and the level of
comfort of those receiving your message.
Goldhaber says there are three basic principles that summarize the use of personal space in an
organization: The higher your position (status) in the organization,

a. the more and better space you will have,

b. the better protected your territory will be, and
c. the easier it will be to invade the territory of lower-status personnel

The impact of use of space on the communication process is related directly to the environment in
which the space is maintained.

Environment
How do you arrange the objects in your environment - the desks, chairs, tables, and bookcases?
The design of your office, according to researchers, can greatly affect the communications within
it. Some managers divide their offices into personal and impersonal areas. This can improve the
communication process if the areas are used for the purposes intended.
Your pecking-order in the organization is frequently determined by such things as the size of your
desk, square feet in your office, number of windows in the office, quality of the carpet, and type of
paintings (originals or copies) on the wall.
It is obvious that your personal space and environment affect the level of your comfort and your
status and facilitate or hinder the communication process.

Paralanguage
Is the content of your message contradicted by the attitude with which you are communicating it?
Researchers have found that the tone, pitch, quality of voice, and rate of speaking convey
emotions that can be accurately judged regardless of the content of the message. The important
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thing to gain from this is that the voice is important, not just as the conveyor of the message, but
as a complement to the message. As a communicator you should be sensitive to the influence of
tone, pitch, and quality of your voice on the interpretation of your message by the receiver.

Silence and Time

Silence can be a positive or negative influence in the communications process. It can provide a
link between messages or sever relationships. It can create tension and uneasiness or create a
peaceful situation. Silence can also be judgmental by indicating favor or disfavor - agreement or
disagreement.

For example, suppose a manager finds a couple of his staff members resting.

If he believes these staff members are basically lazy, the idleness conveys to him that they are
"goofing off" and should be given additional assignments.

If he believes these staff members are self-motivated and good workers, the idleness conveys to
him that they are taking a well-deserved "break."
If he is personally insecure, the idleness conveys to him that they are threatening his authority.

Time can be an indicator of status. How long will you give the staff member who wishes to speak
to you? How long will you make him wait to see you? Do you maintain a schedule? Is your
schedule such that your subordinates must arrange their schedules to suit yours? In a healthy
organization, the manager and his subordinates use time to communicate their mutual respect to
each other.

Closing Thoughts
Regardless of your position in the organization it is important for you to develop some sensitivity
to nonverbal messages. Cooperation improves as we recognize and respond appropriately to non-
verbal cues. Of course you have been aware of non-verbal communications all of your life, but
how much thought have you given them?

Source:
http://www.zeromillion.com/business/management/non-verbal-communication.html

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NOTES

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 Exercise 5: Interpreting Non-Verbal
Behaviour

Objective
Discover what you know about non-verbal behaviour

Advance preparation
None

Exercise
Participants should think about some non-verbal behaviours they have observed.

See appendix for additional information on body language.

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NOTES

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 Exercise 6: How are your listening
skills?

Objective

Identify listening skills

Advance preparation

Complete checklist

Exercise

Participants complete the checklist and discuss their findings.

Participant resources

checklist

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NOTES

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 Exercise 6: Rate your Listening
Skills
1. I take notes to help me remember the points

Yes__ No__ Sometimes__

2. I am not easily distracted

Yes__ No__ Sometimes__

3. I keep my emotions in check when I don’t what is being said

Yes__ No__ Sometimes__

4. I wait until someone is finished talking before I decide how I feel

Yes__ No__ Sometimes__

5. When someone is talking, I smile, nod, and try to keep eye contact with
my speaker

Yes__ No__ Sometimes__

6. I watch the speaker’s body language

Yes__ No__ Sometimes__

7. I judge what was said, not the speaker

Yes__ No__ Sometimes__

8. I don’t interrupt

Yes__ No__ Sometimes__

9. If I’m not sure, I will put what the speaker said into my own words

Yes__ No__ Sometimes__

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10. I listen not only for what was said but also for why it’s said

Yes__ No__ Sometimes__

11. I listen for the speaker’s emotions

Yes__ No__ Sometimes__

12. I allow for silences

Yes__ No__ Sometimes__

13. I don’t finish someone else’s sentences for them or fill in words unless I’m
asked

Yes__ No__ Sometimes__

14. I ask questions when I don’t understand

Yes__ No__ Sometimes__

15. I ask questions to get more information

Yes__ No__ Sometimes__

16. I’m a patient listener. I’m not thinking about what I’m going to say while
someone else is talking

Yes__ No__ Sometimes__

How to rate your answers

If you have ticked any no answers you may want to work on improving your
listening skills. If you have ticked sometimes answers you may want to think
about the situations that cause you to do those things.

With practice, we can all become better listeners, as listening skills are important
in our daily personal and professional lives.

Good listeners use these ideas

• Take notes
• Be reading to tell someone what you’ve heard
• Listen with your mind, body and heart
• Don’t be quick to judge
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 • Ask questions
• Paraphrase
• Make contact
• Let the speaker finish
• Judge the issue and not the person

Source: Parker, Barbara. J. (2001). Tea you can trot a mouse on. Volume 1.
Hubbards, NS: The Wee Society.

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2.3 Listening
Listening is the cornerstone for good communication and is often the least
developed skill. Often the sender is more concerned with the message and
how they appear, than listening to the receiver.

The exercise just completed provides you with some insight into your
listening skills and whether you need to improve them.

We will now further discuss listening.

Types of listening
ƒ Pseudo
o Listen to meet some other need
o Make people think you are interested
o Keep alert to see if you are being rejected
o Get some time before your next comment
o Pretend to be listening to be polite
o Natural to be pseudo listening some times
ƒ Active
o Listen without barriers (time, emotional)
o Listen to the entire message by focusing on verbal and
non-verbal message
o Listen using your non-verbal communication skills
o Listen to the person without interrupting, judging or
arguing
o Clarify and ask questions or paraphrase

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 Improving Listening through Feedback
Feedback can help you better understand yourself and another
person. How you encourage or receive it depends on your level
sensitivity level – some are very sensitive and others are
unaffected.

Skills used in providing feedback include:

ƒ Paraphrasing
ƒ Perception Checking
ƒ Describing behaviour
ƒ Making “I” statements
Feedback is an important feature in interpersonal communication.

ƒ Paraphrasing
Paraphrasing allows you to test whether you understand what you
heard from another person. You can restate what was said, or state
their idea or information in your own words to show that you know
what was said.
ƒ Tests your understanding of communicator’s message
ƒ Allows communicator to clarify a misunderstanding
ƒ Provides climate where communicator can feel
understood
ƒ Provides communicator with sense that what they are
saying is important
ƒ Provide example and ask for examples
I don’t think this office is doing to do it for me.
You want to move to another space?
Yes, that is what I would like.

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 ƒ Perception Checking
Perception checking is stating in your own words what you
perceive the other person is feeling.
ƒ Describe other's feelings or behavior
ƒ Indicates to person that you want to understand their
feelings
ƒ State interpretation of behavior
ƒ Ask if interpretations are accurate
ƒ Provide example and ask for examples
Were you disappointed that your team wasn’t selected?
You didn’t say anything in the meeting about the new
policy – do you agree with it?

ƒ Describing Behaviour
Describing behaviour states only what has been observed and not
what was said so is a good check of your ability to observe and
report what you observed.
ƒ State what has been observed
ƒ Does not judge behaviour
ƒ Use it when you want to let person be aware of their
behaviour
ƒ Use it when you want someone to be aware of a
negative behaviour
ƒ Provides a non-threatening opening to further
communication
ƒ Provide example and ask for examples
Say: Andrew, Bill has not had a chance to finish the
presentation
Do not say: Andrew you are always interrupting

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 ƒ Making I Statements
ƒ Use when you want to explain your feelings
ƒ Use to reduce level of tension in conflict situation
ƒ How to make an I statement
ƒ When (description of behaviour, not person), I feel
(description of the feeling, because (tangible or real
effect) or how about if (suggestion for change)
o Pushes speaker to define what disturbs him/her
about the situation
ƒ When – separates person from problem
ƒ I feel – speaker is taking responsibility for his/her
actions and clarifying his/her feelings, and indicating
trust in the listener
ƒ Because – pushes the speaker to look inside to define
what bothers him/her about the situation
ƒ Provide example and ask for examples:
Reaction may be: You make me so mad when you arrive
late for the meeting.
Say: When you arrive late I feel frustrated because I find it
difficult to continue the agenda when some matters have
been discussed.

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NOTES

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 Additional Material # 4

Giving and Receiving Feedback

Feedback can help you:

• to better understand another person

• to be understood

There are four basic interpersonal communication skills that will help when it is important that
people understand each other.

Paraphrasing

What is it? Paraphrasing is one way to test you understanding of what another has said. Stating
the idea, information or comments of the other in your own words or giving an example that
shows what you think a person is talking about is paraphrasing.

When to Use it? Anytime you want to check your understanding of what you have just heard.

Why Use It?

• To test your understanding.

• To let the other person know you are interested in them and what they have to say.

• To reveal that you understand the others view so they may be more receptive to your ideas.

Perception Checking

What is it? Perception Checking is stating in your own words that you perceive the other to be
feeling. A good perception check conveys the message "I want to understand your feelings- is this
(making a statement about the others feelings) the way you feel about it?

When to use it? Use perception checking anytime you need to:

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• check on whether your inference (guess) on how the other person is feeling is correct.

• get the other’s feelings out in the open.

Why use it?

• feelings need to be recognized and acknowledged.

• to test for accuracy of perception

• to show your interest in the person and develop rapport

Describing Behaviour

What is it? This skill capitalizes on your powers of observation and your ability to report clearly
and accurately what you have observed. There are two tests a statement you make must pass
before it can be considered a behaviour description.

1. It states only what is observed rather than inferences or generalizations about the other person’s
motives, feelings, attitude, personality traits.

Behaviour Description Possible Inference

1. David walked out of training session 20 • David was annoyed
minutes before it finished
• David had an appointment
2. Betty did not answer when Mary asked
her a question • Betty was embarrassed

• Betty didn’t hear the question

• Betty resented the question.

2. A behaviour description is non-evaluative. It does not say or imply what was good, bad, wrong
or right.

Behaviour Description Evaluative Statement

1. David walked out of training session 20 • David is rude
minutes before it finished.
• David doesn’t care
2. Betty did not answer when Mary asked

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her a question. • David is irresponsible

• Betty doesn’t like Mary

• Betty is rude

• Betty doesn’t know the answer

When to use it?

• When you want another person to know you are responding to a particular behaviour of theirs by
describing it clearly enough that they know what you have observed.

• When you observe behaviours that you feel are having a negative impact or have affected the
group in some way.

Why use it?

• It is non-threatening opening to further communication.

• It makes communication easier because you can more clearly convey what the other person is
doing or has done that affects you or the group.

Making "I" Statements

What is it? When you make clear what feelings you are experiencing by naming or identifying
them you are using or making "I" statements.

"I" statements must:

a) refer to "I", "me", or "my"

b) specify or describe some kind of feeling.

They must not be confused with expressing feelings. Expressions can be misread.

EXPRESSION OF FEELINGS DESCRIPTION OF FEELINGS

"Yesterday’s meeting was a disaster". "I am disappointed about the way I handled
yesterday’s meeting".

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"You are one of my better groups". "I like working with you. I appreciate the
way everyone participates in the exercises
and discussions".

When to use it:

• When it is important for others to understand how you feel.

Why use it?

• To avoid any mis-interpretation of your feelings

• To give information to others about what is going on inside you that is necessary for
understanding and the further development of your relationship.

Tips for Giving Feedback:

Effective verbal feedback that is meant for constructive personal improvement should focus on:

• specific (here and now) information rather than general (there and then) commentary.

• the behaviour rather than the person.

• observations (what, how, when) rather than inferences (why)

• constructive change (positive) rather than destructive commentary (negative).

• behaviour descriptions which are in terms of "more or less" rather than "either/or".

• an appropriate amount on information for the received to use rather than how much information
may have to the receiver rather than the "release" experienced by the sender.

• behaviour which is changeable rather than fixed.

• sharing of ideas and information in order to generate alternatives, rather than giving advice
which suggests specific solutions.

In learning to give feedback, it is helpful to have a pattern in mind that will organize your
thinking. Here is one to remember.

"When you/I

I felt
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How about if you

Source:
College of the North Atlantic (2006). Interpersonal communication skills and conflict resolution.
College of the North Atlantic and Municipal Training and Development Corporation.

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NOTES

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 Exercise 7: Review paraphrasing

Objective

Discuss some ways to provide feedback through paraphrasing.

Advance preparation

None

Exercise

Discuss the paraphrasing exercises below.

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NOTES

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 Exercise 7: Paraphrasing Exercise
Pick the most appropriate paraphrase:

1. Council has decided to deny a staff member a professional

development request and advises the town manager to write the staff
member and advise her of the decision but do it in a nice way.
a. What do you want me to say?
b. Do I tell her the truth?
c. So I should explain tactfully that there is no money in the
budget despite the knowledge and skills she will get from
the course?
d. I should encourage her to apply again next year and we’ll
consider it.

2. You are working on a deadline and a co-worker comes to you looking

for some time to discuss a project. You quickly respond that you don’t
have time as you are on a short deadline and the co-worker says
sarcastically “well I don’t want to interrupt your important work,” and
leaves the office. You have relied on him recently for some assistance
and sense he is feeling rejected. You go to his office:
a. You are a little testy today aren’t you?
b. I don’t appreciate it when you judge the importance of
my work
c. It appears that you fell that your project is very important
and my input is required at this time
d. I am working on a major deadline and hope that you can
appreciate it that and will talk to you later

3. The board chair calls you asks you to get quotes on a computer that he
thinks should be purchased. He knows the computer expense is not
allocated in the budget but states that you to find the money to get the
computer.
a. You realize that we don’t have the money right now
b. Where would you like me to call?
c. You want me to take the time on an item that is not
approved in our budget
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 d. I understand you want to get a computer but you realize
that the expense is not allocated and perhaps we should
run it by the board first

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 Exercise 8: Practice Giving and
Receiving Feedback
Objective

Review and discuss some effective ways to provide feedback through

Paraphrasing, Perception Checking, Describing Behaviour and Making I
Statements

Advance preparation

None

Exercise

Break into smaller groups and review exercises on next page. Review
individually and create a response within your group, discuss and decide upon.

Be prepared to share your response with the larger group.

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NOTES

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 Exercise 8 – continued
Paraphrasing Exercise

Write an effective paraphrase for the following statements, and remember to

include the facts and feelings.

A coworker has been going through a difficult time with a family problem, which
she has shared confidentiality with you. You are sensitive to her moods as well as
her lack of effort on joint projects. You have a final report due on Friday and on
Monday when you mention it to her she retorts angrily “I am not having a good
week so I’ll see what I can do and besides it is only Monday, what’s the rush?”
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________

Perception Checking

Provide a perception check for the following:

Why is it that everyone seems to tune out when I try to discuss some new
approaches to getting volunteers for the tourism project?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
______________________________

Describing Behaviour

Write a positive and negative response for the following issue.

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John regularly interrupts others when they are speaking and then takes over the
discussion with his opinions.

You don’t
say:_______________________________________________________
You
say:______________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________

Making “I” statements

Respond to the following with an “I” statement. Remember to take responsibility

for your feelings and to include the behaviour and effect.

You feel that you are taking on new responsibilities as whenever something needs
to be done that doesn’t fit into someone’s job description it gets passed on to you.
You already take work home and not being paid any overtime for it. Today a
board member asks you to do a favor and you have a difficult time refusing the
request as that is the way you are! At the end of the day, a staff person asks you
to do something that she could easily do. You respond with an “I” statement.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________

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3.0 Ways we communicate
We use our verbal, non-verbal, listening, paraphrasing and feedback skills
when we communicate on one on one and group settings, formal and non-
formal settings, at home, at work, in our volunteer capacity.

In the next section, we will explore some common ways in which we

communicate and will focus on some new methods of communication
such as voice mail and email.

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NOTES

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 Exercise 9: Public Speaking
Strategies
Objective
Learn about public speaking strategies

Advance preparation

Exercise
Discuss why you fear public speaking – list reasons on flipchart
Discuss some strategies that have worked for you as a public speaker

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3.1 Speeches
ƒ Ranked among highest of fears
ƒ Requires using voice characteristics
ƒ Provides immediate feedback
ƒ Excellent communication strategy to get message to particular
audience
ƒ Effective speech tools
o Preparation
o Performance
o Post-Presentation
3.2 Presentations
ƒ Less formal than speeches
ƒ Allows wider use of variety of tools
o Multi-media
o Handouts
o Discussion
3.3 Correspondence/Office Communication
ƒ Letters
ƒ Memos
ƒ Policies
ƒ Reports

3.4 Telephone
ƒ One-on-one
ƒ Conference calling

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3.5 Voice Mail
ƒ Allows flexibility in personal and professional life
ƒ Requires commitment to return calls
ƒ Does not replace one-on-one conversation
3.6 Email
ƒ Popular form of communication
ƒ Lack of attention to detail, spelling, and other standards
ƒ Encourages instant feedback
ƒ Lack of privacy
ƒ Replace formal communication
3.7 Websites
ƒ Provides information on person or organization
ƒ Enables individual or organization to control/edit material
3.8 Blogs
ƒ Provides new method of communicating
ƒ Provides venue to post thoughts, interact with people

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NOTES

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 Exercise 10: Email Practices

Objective
Discuss some advantages and disadvantages of email

Advance preparation

Exercise
Brainstorm a list of advantages and disadvantages of email.

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 Factors influencing effective
communication
This last section of the interpersonal communication skills module will be
an opportunity to discuss some of the factors that influence our daily
communication in our personal and professional lives. These factors are
certainly not inclusive and are meant only to generate discussion and
further reflection on what impacts our communication skills and practices.

4.1 Special needs / accessibility

ƒ Recognize that some participants with visual, aural and
physical disabilities
ƒ Ensure that you provide an accessible location and
environment for all participants

4.2 Environment / setting

ƒ Room size
ƒ Seating arrangement
ƒ Temperature
ƒ Lighting
ƒ Audio/visual
ƒ Group size

ƒ Side conversations
ƒ Chairpersons abilities
4.3 Literacy skills
ƒ Recognize different literacy levels
ƒ Present using various methods

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4.4 Cultural factors
ƒ Learn cultural background of participants/audience
ƒ Reveal your cultural needs to speaker
ƒ Adjust to differences
4.5 Email etiquette
ƒ Treat email like written correspondence
ƒ Potential for immediate distribution
4.6 Tone
ƒ Way you communicate can impact the message
4.7 Respect
ƒ Respect organizational structure and protocols
4.8 Gender neutrality
ƒ Respect gender-neutral guidelines in writing and
communicating
4.9 Jargon
ƒ Minimize jargon
ƒ Avoid acronyms
4.10 Others

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 Additional Material # 5

RESPONSES THAT CAN BLOCK EFFECTIVE COMMUNICATION

Evaluation Response
The phrases "You should..., "Your duty...," "You are wrong," "You should know better," "You are
bad," "You are such a good person" create blocks to communications.
There is a time for evaluation, but if it is given too soon, the speaker usually becomes defensive.

Advice-Giving Response
"Why don’t you try... ," "You’ll feel better when...," "It would be best for you to ...,"
"My advice is..." are phrases that give advice.
Advice is best given at the conclusion of conversation and generally only when one is asked.

Topping Response, or My Sore Thumb

"That’s nothing, you should have seen...," ‘When that happened to me, I...,"When I was a child...,"
"You think you have it bad..." are phrases of "one-upmanship."
This approach shifts attention from the person who wants to be listened to and leaves him or her
feeling unimportant.

Diagnosing, Psychoanalytic Response

"What you need is...," "The reason you feel the way you do is..." "You don’ really mean
that," "Your problem is ..." are phrases that tell others what they feel.
Telling people how they feel or why they feel the way they do can be a two-edged sword. If the
diagnoser is wrong, the speaker feels pressed; if the diagnoser is right, the speaker may feel
exposed or captured. Most people do not want to be told how to feel and would rather volunteer
their feelings than to have them exposed.

Prying-Questioning Response
"Why," "who," "where," "when," "how," "what" are responses common to us all.

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But such responses tend to make the speaker feel "on the spot" and therefore resist the
interrogation. At times, however, a questioning response is helpful for clarification, and in
emergencies it is needed.

Warning, Admonishing, Commanding Response

"You had better," "If you don’t," "You have to," "You will," "You must" are used constantly in the
everyday work environment.
Usually such responses produce resentment, resistance, and rebellion. There are times, of course,
when this response is necessary, such as in an emergency situation when the information being
given is critical to human welfare.

Logical, Lecturing Response

"Don’t you realize...," "Here is where you are wrong...," "The facts are...," "Yes, but..." can be
heard in any discussion with two people of differing opinions.
Such responses tend to make the other person feel inferior or defensive. Of course, persuasion is
part of the world we live in. In general, however, we need to trust that when people are given
correct and full data they will make logical decisions for themselves.

Devaluation Response
"It’s not so bad," "Don’t worry," "You’ll get over it," or "Oh, you don’t feel that way" are familiar
phrases used in responding to others’ emotions.
A listener should recognize the sender’s feelings and should not try to take away the feelings or
deny them to the owner. In our desire to alleviate emotional pain, we apply bandages too soon and
possibly in the wrong place.

Whenever a listener’s responses convey non-acceptance of the speaker’s feelings, the desire to
change the speaker, a lack of trust, or the sense that the speaker is inferior or at fault or being bad,
communication blocks will occur.

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5.0 Parking Lot
Discuss any issues that arise throughout the day that are not part of the
workshop.

6.0 Discussion/Questions/Summary

7.0 Evaluation
Ask participants to complete an evaluation which covers the material, the
facilitator and the space/resources.

8.0 Appendices

ƒ Stimulating Discussion
ƒ The Seven Secrets of Attractive Body Language
ƒ Communications Glossary
ƒ Communications Log

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 NOTES

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 STIMULATING DISCUSSION

The success of any discussion depends upon participation. An atmosphere of free

exchange can be created only when people see that a mutual sharing of opinions
and ideas is welcome. The skillful use of questions will encourage discussion.
You should be constantly on the alert for cues from the group that suggest
problems. If people begin to fidget, look bored, or show by their expressions that
they don’t understand or disagree, you should ask questions to find out what is
going on.
Questions are of four basic types:
• General - which elicit a broad range of potential responses.
• Specific - which focuses in on an idea, leaving a limited range of responses.
• Overhead - which are asked of the group allowing volunteers to respond.
• Direct - which are asked of a selected individual.
General and overhead questions are less threatening and therefore are better to
start a discussion. Direct and specific questions are best used after peoples
become comfortable with group discussion.
The following examples provide some useful guidelines for generating discussion.
1. Ask For Feelings And Opinions
Use a method of asking questions that will help people express their ideas, draw
people out, and encourage discussion. For example:
• What is your reaction to ...?
• How do you feel about...?
• What is your thinking on...?
• What brings you to conclude that...?
• What are some other ways to get at...?
• What prompted your decision to...?
• How did you happen to learn that...?
• How did you feel when you found out that...?
• Would you say that...?
2. Paraphrase
One way to help people reach mutual understanding is to paraphrase; that is, to
ask one person to repeat what someone else said to state what that person meant:
• Are you asking me to...?
• Let me see if I understand your position. Are you saying that...?
• I’m not sure I understand. Are you saying that....?
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• Before we go on, let me paraphrase what I think you are proposing....?
• Let me restate your last point to see if I understand.
• What I am hearing is....Is that right?
• Before you go on, do you mean that ...?
3. Encourage Participation
Sometimes people tend to hold back. They can be encouraged to participate by
such questions as:
• Steve, how do you feel about this ?
• Mary, how would you answer John’s questions?
• Before we go on, I’d like to hear from Bill on this.
• We have heard from everyone but Jane. Jane, what is your feeling on this?
• Abe, do you understand what Maria said?
• We haven’t heard from Sylvia yet. Sylvia, how do you feel about this?
4. Ask For A Summary
• A lot of good ideas have been presented in the last few minutes. Will someone
please summarize the major points before we go on?
• I have heard a number of proposals. Will someone summarize what has been
agreed upon?
• It is clear Jim does not agree. Jim, will you summarize your major objections?
• I have lost track. Will someone summarize what has been done s o far?
5. Ask For Clarification
• I didn’t understand that last comment. What would you do if...?
• The examples you gave concern week day operation. Do they also apply to
weekends....?
• I saw Maureen shaking her head. Maureen, would it help if we took a minute to
explain how these new instruction apply to your department?
• It is still not clear to me. What do I do when.....?
6. Ask For Examples
• Dorothy, will you give some examples of what you mean?
• John, can you expand on that? I’m not sure I understand
7. Test For Consensus
• It seems that we have come to agreement on this issue. Let me ask for a show of
hands on this. Does everyone accept the idea that....?
• Glenda, is that your feeling too....?
• Before we go on to the next issue, let me check to make sure that all have agreed
to .....?

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8. Initiate Action
• How do you think we should .....?
• Frank, how would you suggest that we proceed on this?
• I’d like some suggestion on possible ways to get started. Pierre, how would you
propose we get started?
9. Explore An Idea In More Detail
• What are some other ways to approach this problem?
• Are there other things we should consider?
• Otto, what would you add to what has been said?
10. Do A Quick Survey
• Let’s see a show of hands. How many are for this proposal?
• Beverly, why don’t you ask the others how they feel about your proposal?
• How does everybody feel about this? Let’s start with Barry.
11. Suggest A Break
• We have been working on this problem for about an hour. I propose we take a
10 minute break.
12. Suggest A Procedure
• I noticed that Carla has done most of the talking on this issue. I suggest we go
around the table to see how others feel.
• Would it help if we put the agenda items in rank order of importance before we
started.
13. Suggest They Try Something
• Bridget, I don’t think you heard what Willie was trying to say. Why don’t you
tell us what you heard her say before you state your objections.
• Let’s go around the table so that everyone gets a change to comment on this.
14. Stop The Action & Ask The Group To Talk About Something
• Let’s stop the discussion for a few minutes. I think it might help if each of us
told the group what he or she is feeling, right now.
15. Share Your Feelings
• I feel you are not giving Harry a chance to explain his position.
• I’m frustrated. I think we should take this problem up next week when we
have more facts. How do the rest of you feel?
16. Reflect What You Think Someone Is Feeling
• George, I get the impression that you are not satisfied with my answer. Is that
right?
• Kim’s comments tell me that he needs to ask some questions on this • is that
right, Kim?
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17. Be Supporting
• Let’s give Tony a chance to tell it the way he sees it.
• Dave, you had your say, now it’s Janice’s turn. Give her a chance to explain.
18. Question Assumptions
• Your proposal assumes that unless we use threats, they won’t cooperate. Is that
right?
• Your suggestion assumes that we cannot meet the schedule. Is that right?
• Your objection assumes that we will not get promised deliveries. Is that a good
assumption?
19. Check Targets Or Orientation
• Are we asking the right question?
• Are these the most important goals?
• Is this the best way to get their co•operation?
• Is this the only way to get it done?
20. Confront Differences
• Nick, you haven’t said so but it is clear to me that you don’t agree. Is that right?
• Martha, you seem to be holding back on this. Is there something here you
disagree with?
21. Role Reversal
• Why don’t you take the role of a customer for a few minutes. Now, as a
customer, how would you react this proposal?
• Pretend you are the district manager for a moment. How would he react to this
proposal?
• How would you feel if I treated you that way?
22. Look Into The Future
• If we did it this way, what is the worst thing that could happen?
• If is doesn’t work, what have we lost?
• If it works, how will it effect next week’s schedule?
23 Focus on Action Choice
• We have considered every possibility, we must choose from these three
alternatives.
• We have discussed both sides carefully. It’s time we made a choice.

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THINGS TO AVOID

1. Unanswerable Questions
Be sure that the questions you ask can be answered by the group or by some
member of the group.
2. Question of Simple Assent Or Dissent
Unless followed by other questions of the Why, When, Where, How, What, Who
sort, a yes or no answer leads nowhere.
3. Vague, Indefinite, Ambiguous Questions
To get satisfactory answers, you must ask good questions. Sometimes you may
need to rephrase your question or break it down into sub-questions if not
immediately understood. Above all never try to play with words or trap a person
into an incorrect or misleading answer.
4. Witness-Chair Interrogation
You may have to ask a person questions in the interest of clarification, but
remember that you are not out to prove anything. Your conduct should never be
that of a courtroom cross-examination where the person answering feels
threatened.

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NOTES

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The Seven Secrets of Attractive Body Language
Face: Have an animated face and making smiling part of your regular repertoire.
Make sure you flash your teeth.

Gestures: Be expressive but don’t overdo it. Keep your fingers closed when you
gesture, your hands below chin level, and avoid arm or feet crossing.

Head Movement: Use Triple Nods when talking and Head Tilt when listing.
Keep your chin up.

Eye Contact: Give the amount of eye contact that makes everyone feel
comfortable. Unless looking at others is a cultural no-no, lookers gain more
credibility that nonlookers.

Posture: Learn forward when listening, stand straight when speaking.

Territory: Stand as close as you feel comfortable. If the other person moves
back, don’t step forward again.

Mirror: Subtly mirror the body language of others.

Source: Pease, A & B. (2004). The definitive book of body language. New York:
Random House.

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NOTES

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Communications Glossary

Advertising

Advertising is bringing a product (or service) to the attention of potential and

current customers. Advertising is focused on one particular product or service.
Thus, an advertising plan for one product might be very different than that for
another product. Advertising is typically done with signs, brochures,
commercials, direct mailings or e-mail messages, personal contact, etc.

Body Language

Body language is an outward reflection of a person’s emotional state as each

movement or gesture can indicate what a person may be feeling or thinking at the
time. For instance, folded arms may indicate that the person is feeling defensive
or fearful. Body language is an important part of the communication process.

Blog

A blog (short for web log) is a user-generated website where entries are made in
journal style and displayed in a reverse chronological order.

Branding

Branding involves a strong, consistent message about an organization, product,

service or community which differentiates it from others. It is an image and
feeling that people have and consists of their perceptions and experiences, some
of which you can influence.

Channel

Messages are conveyed through channels which can be face to face meetings,
telephone calls, letters, emails, and reports.

Describing Behaviour

Describing behaviour is a communication tool in which you state only what was
observed and not what was said.

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Email

An electronic message sent via internet to another person. Can be basic message
or can include attachments such as letters, reports, photos, etc.

Enunciation

Enunciation is how clear you speak.

Feedback

Feedback is what you get from your audience in reaction to your message.

“I” statements

A communication tool to use when you want to explain your feelings. The tools
is good for reduce tension and conflict.

Making an “I” statement:

When (describe behaviour and not person)
I feel (describe the feeling that you get)
Because (tangible or real effect) or how about (a suggestion for change)

Making I statements pushes the speaker to define what disturbs him/her about a
situation.

Infliction

Infliction is the change in the pitch of your voice to emphasize words.

Listening

Listening involves listening to what another person is saying. Active listening is a

way of listening that focuses entirely on what the other person is saying and
confirms understanding of both the content of the message and the emotions and
feelings underlying the message to ensure that understanding is accurate. Hearing
is a passive skill.

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Marketing

Marketing is the wide range of activities involved in making sure that you're
continuing to meet the needs of your customers and getting value in return.
Marketing is usually focused on one product or service. Thus, a marketing plan
for one product might be very different than that for another product. Marketing
activities include "inbound marketing," such as market research to find out, for
example, what groups of potential customers exist, what their needs are, which of
those needs you can meet, how you should meet them, etc. Inbound marketing
also includes analyzing the competition, positioning your new product or service
(finding your market niche), and pricing your products and services. "Outbound
marketing" includes promoting a product through continued advertising,
promotions, public relations and sales.

Medium

The medium is the way to get your message across to your audience. More than
one medium is media.

Media

Media are the medium to carry message and include traditionally include radio,
television, newspapers, magazines, newsletters, and now include websites,
electronic newsletters, etc.

Media (press) release

A media or press release is a newsworthy announcement that is sent to your media

list.

Message

The message refers to what you are communicating and can be written, oral and
can be impacted by the sender’s tone, method of organization, what is
communicated, and the individual’s style of communicating.

Non-verbal communication

Non-verbal communication is what we say with our body – includes facial

expressions, eye contact, tone of voice, etc.
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Noise

Noise refers to noise in a message and can include interference from various
sources and impacts the receiver’s attention.

Paraphrasing

Paraphrasing is a communication tool that allows you to restate or state in your

own words, what was said in order to understand what you heard.
Perception checking

Perception checking is stating in your own words what you think another person
is feeling.

Pitch

The pitch of your voice is the point within range where voice is placed for
speaking. Some people have a deep voice and some have a high pitched or
squeaky voice.

Promotion

Promotion keeps the product in the minds of the customer and helps stimulate
demand for the product. Promotion involves ongoing advertising and publicity,
such as mention in the media. The ongoing activities of advertising, sales and
public relations are often considered aspects of promotions.

Pronunciation

Pronunciation refers to how you pronounce your words.

Public relations

Public relations includes ongoing activities to ensure the organization or company

has a strong public image. Public relations activities include helping the public to
understand the organization or company and its services or products. Often,
public relations are conducted through the media, that is, newspapers, television,
magazines, etc. As noted above, public relations is often considered as one of the
primary activities included in promotions.

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Publicity

Publicity is mention in the media. Organizations usually have little control over
the message in the media, at least, not as they do in advertising. Regarding
publicity, reporters and writers decide what will be said.

Public service announcement (PSA)

A PSA is a brief announcement about an upcoming event that is publicized by

local media at no cost.

Range

The range of your voice refers to the musicality of your voice.

Sales

Sales involves most or many of the following activities, including cultivating

prospective buyers (or leads) in a market segment; conveying the features,
advantages and benefits of a product or service to the lead; and closing the sale
(or coming to agreement on pricing and services). A sales plan for one product
might be very different than that for another product.

Sender

The sender is the person who sends the message and who must be credible, must
know the subject, the audience and context in which the message is delivered.

Target Audience

A target audience is the audience your message is intended to reach

Verbal communication

Verbal communication is what we say and how we say it. It includes the range,
pitch and volume of our voice, our enunciation and pronunciation, infliction and
tone of our voice.

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Website

A website is an internet site containing information on a government department,

business, organization or individual for public viewing.

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Sources:
www.managementhelp.org - Basic Definitions of Advertising, Marketing,
Promotion, Public Relations and Publicity, and Sales by Carter McNamara, MBA,
PhD

www.8020info.com - Tourism Development From a Branding Strategy

Perspective

www.mindtools.com/CommSkll?Communicationintro.htm

http://en.wikipedia.org/wiki/Main_Page

Pease, A & B. (2004). The definitive book of body language. New York: Random
House.

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NOTES

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Communications Log

This simple log will assist you to determine the percentage of time you spoke,
listened or were silent.

Time Activity % speaking % listening % time silent

8 a.m.
9 a.m.
10 a.m.
11 a.m.
12 noon
1 p.m.
2 p.m.
3 p.m.
4 p.m.
5 p.m.
6.p.m
7 p.m
8 p.m
9 p.m
10 p.m
11 p.m
12 p.m

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NOTES

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References
College of the North Atlantic (2006). Interpersonal communication skills and
conflict resolution. St. John’s, NL: College of the North Atlantic and
Municipal Training and Development Corporation.

Communications (Interpersonal). Retrieved from: www.managementhelp.org

Frank, F., & Smith, A. (1999). The community development handbook. A tool to
build community capacity. Ottawa, ON: Human Resources Development
Canada.

Frank, F. & Smith, A. (1999). The

Hollis, David. Facilitator Tools: Retrieved from:

http://www.users.waitrose.com/~dhollis/tq/facilt.htm

Icebreakers. Retrieved from:

http://www.nwlink.com/~donclark/leader/icebreak.html

O’Hair, D., Freidrich, G., Wiemann, J. & Wiemann, O. (1995). Competent

Communication. New York: St. Martin’s Press.

Parker, Barbara. J. (2001). Tea you can trop a mouse on. Volumes 1 and 2.
Hubbards, NS: The Wee Society.

Pease, A & B. (2004). The definitive book of body language. New York: Random
House

Pincus, M. (2004). Managing Difficult People. Avon, MA: Adams Media

Non-Verbal Communication. Retrieved from:

http://www.zeromillion.com/business/management/non-verbal-
communication.html

Non Verbal Communication Skills. Retrieved from:

www.andrews.edu/~tidwell/lead689/NonVerbal.html

Wood, Rick. (2007). - Tourism Development From a Branding Strategy

Perspective. www.8020info.com
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Why Communications Skills Are So Important. Retrieved from:
www.mindtools.com/CommSkll?Communicationintro.htm

Strategic Communications Planning. Retrieved from:

https://secure.spinproject.org/downloads/StrategicCommunications.pdf

Wikipedia. Retrieved from: http://en.wikipedia.org/wiki/Main_Page

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