BUAD 302
Most Important Communication Skills According to Business Graduates
1. ability to work with others 2. listening skills 3. ability to influence others
culture
"Culture consists in patterned ways of thinking, feeling and reacting, acquired and transmitted mainly by symbols, constituting the distinctive achievements of human groups, including their embodiment's in artifacts; the essential core of culture consists of traditional (i.e. historically derived and selected) ideas and especially their attached values."
Iceberg of Culture:
(Order from least impactful to most on intercultural management) 1. symbols: language, dress-code, architecture (results of behavior: visible, conscious) 2. norms and values: rules (written and informal, codes of conduct (behavior: partly visible, partly unconscious) 3. basic assumptions: relation to nature, concept of man (optimistic vs. pessimistic), concept of time and space (reasons of behavior: not visible, often unconscious)
management
(Task/Goals, Autonomy, Resources, Rewards)
organization
(e.g. Team and diversity orientation)
Asking the Right Questions
- A crucial skill is the ability to ask the right questions - Good questions reflect the learner mind-set, and poor questions reflect a judger mind-set
Creating a Team Charter
- A team charter provides direction to the team in how it functions to meet shared objectives. - It should include the following: • Project purpose/goal • Team members with role definitions • Guiding principles (ground rules) • Major tasks or action items • Communication protocol • Problem-solving strategies
Creating the Agenda
- Agendas provide structure for meetings - Most agendas should include: * items to be covered * time frames * goals and/or expected outcomes * roles * materials needed.
Overcoming fear and speak with confidence
- Anxiety is normal: Feeling some nerves can heighten your ability to deliver forcefully and passionately - Engage in Relaxation Techniques - Become Aware of Your Breathing - Practice Visualization - Focus on Friendly Faces Initially to Gain Composure and Confidence - Watch Your Food and Beverage Intake - Get Comfortable with Audience Members Before Starting Your Presentation - Framing: You are the Expert!
Getting the Tone and Style Right for Persuasive Messages
- Apply the personal touch - Use action-oriented, lively language - Speak with confidence - Offer choice - Show positivity
Stay flexible
- Arrive Early - Focus on the Needs of Your Audience - When You Lose Your Place, Don't Panic - Never Tell Your Audience Things Haven't Gone as Expected - Always Have a Plan B - Know What Your Key Messages Are
Red-Blue
- Assertive-Nurturing - People who are motivated by the maximum growth and development of others. They have a strong desire to direct, persuade, or lead others for the benefit of others. - Actively seeking opportunities to help others... Creating welfare and security for others... Generating enthusiasm and support in tackling obstacles to success... Challenging others to be or do their best
Introduction
- Attention getter: Create audience enthusiasm - Positioning statement: State benefits clearly - Agenda or overview statement: Summarize key messages briefly
Communicating with business professionals in English
- Avoid quickly judging that others have limited communication proficiency - Enunciate and speak slowly - Avoid slang and colloquialism. Be careful about idioms and jokes, but keep a sense of humor - Give others time to express themselves - Be aware of the "exhaustion factor" - Use interpreters as necessary
informational interview
- Be Clear About Your Purpose: Information Seeker - Introduce yourself - Tell them why you're interested in learning from them - Ask them if they have 20 minutes available in the next week - Keep it short and simple - Use your status as a USC student - Take advantage of 2018's transparency - Advice for making your informational interview a success Rehearse! * Prepare thoughtful questions * LISTEN! * Make it about them * Don't overstay your welcome * Again, follow-up is key - Keep in Touch * Integrate contacts into your life * Update them on new accomplishments * Share articles/information based upon shared special interests/affiliations * Make sure everyone in your network know that you are looking for a job
Present Effectively in Teams
- Be Clear with One Another about your Objectives and Key Messages - Decide on Your Presentation Roles - Stand Together and Present a United Front - Refer to One Another's Points - Transition Effectively
Relationship Awareness Theory
- Behavior is driven by motives - Motives change in conflict - Strengths can be overdone - Filters influence perception
How to build a strong professional network
- Build, Build, Build - LinkedIn/Twitter/Collect Cards/Events - Find Connection Points - Friends in Common - Alma Mater/Trojan Network - Professional Organizations - Special -Interests/Sports/Food/Travel/Arts
Persuasive Speaking
- Influence - CRM Framework - Logical chains are suitable for situations that require difficult persuasion - Getting the Tone and Style Right for Persuasive Messages
Intersectionality, Interplay of power
- Intersectionality: The interplay of multiple cultures
Barriers to effective listening
- Lack of time - Lack of patience and attention span - Image of leadership - Communication technology - Fear of bad news - Defending - "Me too" statements - Giving advice - Judging
Multicultural Teams
- Collaboration between individuals from different cultural backgrounds - Types of diversity in teams *Token-Teams: All, but one member come from the same background * Bicultural Teams: Members represent two different cultures * Multicultural Teams: Team members represent three or more ethnic backgrounds - Cultural diverse teams in organizations cause both opportunities and threats * advantages: expanding meanings: greater openness to new ideas, multiple perspectives, multiple interpretations; expanding alternatives: increasing creativity, increasing flexibility, increasing problem-solving skills * disadvantages: diversity increases ambiguity, complexity, confusion; difficulty converging meanings: miscommunication, harder to reach agreement; difficulty converging meaning: harder to agree on specific actions
multicultural teams
- Collaboration between individuals from different cultural backgrounds - Types of diversity in teams: Token-Teams & Bicultural Teams - Cultural diverse teams in organizations cause both opportunities and threats - advantages: expanding meanings: greater openness to new ideas, multiple perspectives, multiple interpretations; expanding alternatives: increase in creativity, increasing flexibility, increasing problem-solving skills - disadvtanges: diversity increases -> ambiguity, complexity, confusion; difficulty converging meanings: miscommunication, harder to reach agreement; difficulty converging meanings: harder to agree on specific actions
Body Language Affects Trust
- Communication is 60 to 90% body language, including up to 35% voice - Words and body language need to be consistent to build trust and relationships - For some cultures, body language is more important than in others, but in all, it can help or hurt communication
networking
- Complete a Thorough Job Search Process - Use all the resources available to learn about your options and ensure that you apply for the jobs that are good fits for you - Contact and get involved with professional organizations and visit organizational websites to learn about options - The internet is still not the most common source of professional networking
Advantages of graphs in presentations
- Create audience interest - Support understanding of content - Support audience focus - Provide the speaker with the opportunity to lead - Entertain - types of charts: table, pie, bar, column, line, scatter, org chart, map, process, concept, gantt chart
interpersonal communication
- Dealing with people is the top skill to determine success - interpersonal communication process: *communicator A's meaning -> encode and send -> message in medium -> receive and decode -> communicator B's meaning -> encode and send -> message in medium -> receive and decode (repeat) - communication is to arrive at shared meaning Shared meaning
Web conference interviews
- Do Several Trial Runs - Make Sure Your Profile for the Web Conference Software Creates the Right Impressions - Look Professional - Tidy up Your Room or Office - Look Directly at the Camera - Smile and Express Yourself Nonverbally - Use Notes Strategically - Avoid Distractions - Send a Thank-you Note
Traditional team
- Face-to-face - Communication primarily in person - Limited by time and distance
stages of team development
- Forming - Storming - Norming - Performing - Adjourning
virtual team
- Geographically dispersed - Communicating through technology - Unrestrained by distance and time - Needs: • An in-person meeting to launch the team helps create team spirit • Create common goals and objectives • More time allowed for team processes • More structure than a co-located team (set ground rules, clear time frames) • Frequent communication using collaborative technologies • More attention to the people issues and a high sensitivity to cultural differences
Audience Analysis
- How Will Audience Members Benefit from the Product, Service, or Ideas I Am Proposing? - What Do the Audience Members Already Know about My Product, Service, or Ideas? - What Are My Audience Members' Chief Concerns?- - Who Are the Key Decision Makers? - What Will Appeal to Your Audience? - What Is the Learning Style of Your Audience?
Overview Statement
- Ideally, you can state your overview in one to three sentences in simple, conversational language - An overview segments the presentation in terms of three key benefits or takeaway messages
Strengths and Overdone Strengths
- In Relationship Awareness: * Weaknesses are rooted in strengths. * When well-intended strengths do not produce expected results, we try harder. * Strengths, when overdone, can be unappreciated or ineffective. *can cause conflict
Individualism and collectivism
- Individualism: a mind-set that prioritizes independence more highly than interdependence, emphasizing individual goals over group goals, and valuing choice more than obligation - high individualism characteristics: * discuss individual rewards and goals * emphasize opportunities and choices * spend less time in group decision making * socialize infrequently with colleagues outside of work *network in loosely tied and temporary social networks * communicate directly to efficiently deal with work tasks and outcomes - countries that are individualism: Netherlands, UK, Germany, USA, France, Japan - collectivism: a mind-set that prioritizes interdependence more highly than independence, emphasizing group goals over individual goals, and valuing obligation more than choice - countries that are collectivism: China, South Korea, Mexico, Taiwan, Hong Kong, Brazil, Italy - high collectivism: * discuss group rewards and goals * emphasize duties and obligagtions * spend more time in group decision making * socialize frequently with colleagues outside of work * network in tightly knit and permanent social networks * communicate indirectly to preserve harmony in work relationships
Potential disadvantages of group decision making
- Individuals may feel compelled to conform to the apparent wishes of the group. • The group's decision may be dominated by one individual or a small coalition. - Group decisions usually take longer to make. - Groupthink: The tendency for members of highly cohesive groups to lose their critical evaluation capabilities.
Frustrating Aspects of Being Part of a Team for Business Professionals
- Ineffective use of meeting time - Ineffective communication among team members - Lack of accountability - Individuals who don't complete assignments - Lack of preparation in meetings
SDI (Strength Deployment Inventory)
- Like a buoy, strengths shift based on the environment. - Your motives anchor your strengths. - They are the reason why you do what you do.
focus on people: share the stage
- Make People the Subject of Your Sentences - introduce Colleagues and Refer to Them by Name during Your presentation - Use Names of Audience Members as Appropriate
Use of interpreters
- Make sure that the interpreter is impartial and does not take sides. - Avoid humor and colloquial terms which might be misunderstood in another culture. - Be particularly careful with numbers. "2,567" is not the same in Germany and the U.S. - Avoid using terms from other languages. Don't expect an interpreter who speaks French and Chinese to speak English as well. - Try to illustrate your ideas by figures. Pictures are often easier to understand in another cultural context than words. - Use short sentences and avoid difficult grammatical structures. - Make a break after 3-4 sentences and allow the interpreter to translate them. - The longer your expressions are, the more meaning may get lost during translation - Study your counterpart's (and not the interpreter's) non-verbal language. - Don't interrupt the interpreter. Wait until he/she has translated all which has been said. - Double-check if the translator has precisely said what you and yourcounter-part have aimed to say - Plan for twice as much time. - It is always useful if one member of your team has at least basic knowledge of the foreign language. Potential misunderstandings and biases may be recognized much easier
Physiological noise
- Message interference that results from bodily discomfort. - refers to disruption due to physiological factors - Illness, hearing problems
Potential advantages of group decision making
- More knowledge and expertise is applied to solve the problem. - A greater number of alternatives are examined. - The final decision is better understood and accepted by all group members. - More commitment among all group members to make the final decision work.
Types of cultures (Individuals are influenced by numerous kinds of cultures):
- National cultures (Mexican culture, French culture, etc.) - Corporate cultures (Google culture, Adidas culture, etc.) - Industry cultures (heavy industry vs. service culture) - Generation cultures ("baby boomers", "Millenials") - Gender cultures (masculine vs. feminine culture) - Department cultures (R&D vs. marketing) - Region (West Coast vs. The South) - Language (anglophone vs. latin)
Para-verbal communication
- Oral Communication: volume, pitch, speech, rhythm, laughter, throat clearing, breaks, accent - Written Communication: typography, punctuation, spelling, spacing, print, space, character style
Non-verbal communication
- Oral communication: communication without words, i.e. facial expressions, tone of voice, body language, gestures, posture, touch, etc. - Written communication: picture, images, paintings, size, color, layout, folding
Extra verbal Communication
- Oral communication: time, place, communication relationship, clothing, contact, tactile and olfactory aspects - Written communication: time (e.g., frequency), space (mode of transmission, media) paper quality, group orientation
principles for establishing presence
- Overcome Fear and Speak with confidence. - Know your material and Rehearse. - Stay flexible. - Focus on people. - Communicate nonverbally. - Use the room to you advantage. - Use visuals effectively and dress for success.
red-green
- People who are motivated by intelligent assertiveness and fairness in competition. They have a strong desire to develop strategy and assess risks and opportunities. - Taking the most efficient course of action... Assessing risks and opportunities... Being decisive and proactive when the facts are known... Challenging opposition through thoughtful process and strategy
Use the Room to Your Advantage
- Position Yourself Where People Can See You Easily - Move Around with slow movements But Avoid Distracting the Audience (stand still before starting) - Use Podiums and Tables Strategically - Stand on both feet
Body
- Present key messages in a more detailed manner - Use a framework, e.g. Claim-Reason-Evidence or Past-Present-Future or Challenge-Solution- Decision making criteria
Cultural dimensions according to Hall #3: space orientation
- Private sphere: invisible bubble of space which other persons are not allowed to enter without permission Expands and contracts depending on the relationship to the people nearby - People in different cultures may regard different things as private and as public - Northern Europe: people keep an arm's length distance - even the brushing of the overcoat sleeve used to elicit an apology - Southern Europe and Arab countries: people (of the same sex) stand close together and frequently touch each other - Attitudes towards public and private spheres differ - USA: • Public sphere relatively large USA, Small private sphere - Germany: The private sphere is much larger and hard to get in
Avoid Inappropriate Stereotypes
- Projected cognitive similarity: the tendency to assume others have the same norms and values as your own cultural group. - Outgroup homogeneity effect: the tendency to think members of other groups are all the same. - Social identity theory: the tendency to view members of different groups negatively, less trust-worthy in order to maintain positive image of self
DeBono's Six Thinking Hats
- Purpose: To encourage open and complete thinking about a problem (parallel thinking) and to leverage different perspectives - Characteristics: * Each person figuratively wears a hat of the same color and assumes the characteristics assigned to the color
The Matrix
- Purpose: To evaluate or diagnose problems, establish positioning or approach, or determine level of difficulty in making changes - Characteristics: • The matrix is usually a four box configuration with each axis assigned an evaluative label • An example would be the skill/will matrix
Traditional Brainstorming
- Purpose: To generate a lot of ideas - Characteristics: • Each person is expected to contribute an idea • Ideas are not to be evaluated or judged • Ideas must be captured just as they are • Quantity is what is important, not quality • A facilitator's role is to keep things moving and make sure the scribe captures all ideas • Brainstorming ends when the ideas stop coming or when time runs out
Frameworks
- Purpose: To simplify or make a complex idea more manageable, to capture visually the elements of a complex problem, to force greater analysis, and to be reminded of possible influencing factors - Characteristics: * Can be original; However, numerous frameworks exist, which can save valuable time and ensure comprehensiveness; thus, they should be part of everyone's tool kit. * Oftentimes the integration of several existing frameworks is very helpful
methods of influence
- Reciprocation: a principle of influence based on returning favors - Consistency: based on the idea that once people make an explicit commitment, they tend to follow through or honor that commitment - Social proof: a principle of influence whereby people determine what is right, correct, or desirable by seeing what others do - Liking: a principle of influence whereby people are more likely to be persuaded by people who they like - Authority: a principle of influence whereby people follow authority figures - Scarcity: a principle of influence whereby people think there is limited availability of something they want or need, so they must act quickly
Characteristics of high cultural intelligence
- Respect, recognize, and appreciate cultural differences. - Possess curiosity about and interest in other cultures. - Avoid inappropriate stereotypes. - Adjust conceptions of time and show patience. - Manage language differences to achieve shared meaning. - Understand cultural dimensions. - Establish trust and show empathy across cultures. - Approach cross-cultural work relationships with a learner mind-set. - Build a co-culture of cooperation and innovation.
Job Interviews
- Respond to Questions Strategically, Confidently, and Concisely - Be Perceptive about What Hiring Managers Are Evaluating - Tell Success Stories - Avoid Criticizing Your Former Organizations, Supervisors, and Colleagues - Ask Questions - Use STAR approach to respond to interview questions - Dress for the Interview and Pay Attention to Etiquette * As much as possible, gain a sense ahead of time about the dress standards at the company where you are interviewing * Generally, you should dress up, even when the company has a fairly casual environment. - Within a few hours to one day after your interview, send a thank-you note - Your primary goal should be to express goodwill and confirm your interest in the position
Characteristics of Cultures:
- Result of human action and influences human action - Unconscious - Historically grown and transmitted - Learnable - Collective phenomenon - Changeable
STAR Approach to responding to interview questions
- S: situation where you created a positive outcome - T: tasks you were assigned as part of a process - A: actions you took that led to outcome - R: results that occured
Persuade through Emotion and Reason
- Savvy business communicators understand the importance of injecting emotion into their persuasive messages - Effective communicators find ways to appeal to the core emotional benefits of products, services, and ideas
Advice for concise team presentations
- Share the same objective and key message - Decide on roles - Stand together, be a unit - Refer to another's points - Transition effectively
Communicate considering the SOFTEN model
- Smile - Open stance - Forward lean - Tone (First sentence sets the tone: be secure and committed; adjust tone to content) - Eye contact (look at a interested person at first; always look at one person at a time; always face audience and monitor their reactions) - Nod
Conclusions
- Summarize key messages - Call for action, engagement, or agreement
Principles of Effective Team Communication
- Teams should focus first and foremost on performance - Effective teams build a work culture around values, norms, and goals - Effective teams feel a common sense of purpose
cover letters
- The Cover Letter Often Forms the First Impression - Clearly Identify the Position You Are Applying For - Be Focused and Concise - Show a Confident and Enthusiastic Tone without Exaggerating or Displaying Arrogance - Tailor Your Cover Letter to the Job Posting and Needs of the Employer
GLOBE study
- The Global Leadership and Organizational Behavior Effectiveness study examined the effect of cultural variables on business practices. This study used nine dimensions to categorize cultures. - Suggests there are international differences in preference for initiating structure and consideration - Individualism and collectivism - Egalitarianism and hierarchy - Assertiveness - Performance orientation - Future orientation - Humane orientation - Uncertainty avoidance - Gender egalitarianism
Strategically Selecting Channels for Communication
- The medium through which a message is transmitted (= communication channel) - Strategically select: choose the one that is best able to meet your work objectives. - Strategically selecting involves three basic considerations related to their limitations: richness, control, and constraints.
Team communication
- When a person can communicate in group settings - Effective teams embrace differing viewpoints and conflict. - Effective teams find out the communication styles and preferences of one another - Effective teams provide a lot of positive feedback and evaluate their performance often - Effective teams meet often - Effective teams have clearly defined roles and goals and expectations - Successful teams have a clear, challenging, and consequential purpose
Hub
- You are motivated by flexibility and adapting to others or situations. You have a strong desire to collaborate with others and to remain open to different options and viewpoints. - Considering multiple perspectives and ideas... Being open-minded and willing to adapt... Bringing people together and making connections... Maintaining appropriate balance... Keeping options open
Cultural dimensions according to Hall #1: context orientation
- low-context cultures: focus is on what is said, everything is said explicitly - high-context cultures: focus is on who says what, when, where and how - large part of information is included in the relations between the communicating individuals (age, location, time) - cultures with high cultural context: japanese, arabs, latin americans, italians - cultures with low cultural context: swiss, germans, scandinavians, north americans, french
Active Listening
- a person's willingness and ability to hear and understand. - paying attention: This step involves devoting your whole attention to others and allowing them enough comfort and time to express themselves completely. As others speak to you, try to understand everything they say from their perspective. Requires active nonverbal communication - holding judgement: People will only share their ideas and feelings with you if they feel safe. Holding judgment is particularly important in tense and emotionally charged situations.. - Learner mind-set vs. judger mind-set: *learner mindset: you show eagerness to hear others' ideas and perspectives and listen with an open mind. You do not have your mind made up before listening fully.Learner statements show your commitment to hearing people out - Judger mindset: people have their minds made up before listening carefully to others' ideas, perspective, and experiences. Judgers view disagreement rigidly, with little possibility of finding common ground. Judger statements show you are closed off to hearing people out, shut down honest conversations - reflecting: To make sure you really understand others, you should frequently paraphrase what you're hearing - clarifying:To make sure you really understand others, you should frequently paraphrase what you're hearing (i.e. what are your thoughts on; could you repeat that; could you explain how..) - summarizing: The goal of summarizing is to restate major themes so that you can make sense of the big issues from the perspective of the other person. - sharing: Active listening also involves expressing your own perspectives and feelings.
know your material and rehearse
- become more comfortable with the content - work out weakly connected areas - identify parts that you want to emphasize through tone and nonverbal communication - ensure that you know content, structure, and time - use a mirror - practice in front of friend and family - use a virtual audience
Extra-verbal communication: Rituals
- behaviors and processes that are performed according to set sequence. - Examples: Greetings, compliments, gratitude, farewell, etc. - Not to be interpreted literally -Transmit (often implicitly) cultural values that are difficult to understand
motivational value system (MVS)
- blend of these primary motives and refers to the frequency with which these values guide their actions - Strengths are behaviors are actions you choose with the intent of producing results for yourself, others, and your organization.
CRE Framework
- claim: (e.g. Recommendation, solution) - Reasons (e.g. Details, results) - Evidence (e.g. Data, facts, analyses)
asynchronous communication
- communication such as email in which the message and the response do not occur at the same time - does not occur in real time - Individuals involved in such communication can pay attention to and respond to communications at a time of their choosing (Reprocessability) - Parallelism
Gender egalitarianism
- deals with the division of roles between men and women in society - high gender egalitarianism * provide equal professional opportunities to men and women * expect men and women to have the same communication and managemenet styles * avoid protocol that draws attention to gender - high gender egalitarianism countries: Canada, Sweden, Finland, Ireland, Belgium, France - mid gender egalitarianism countries: USA, Australia, Mexico - low egalitarianism countries: Brazil, China, India - low gender egalitarianism * provide more professional leadership opportunities to men * expect men and women to communicate in distinct masculine and feminine ways * prefer protocol that draws attention to gender
Assertiveness
- deals with the level of confrontation and directness that is considered appropriate and productive - high-assertiveness cultures * emphasize direct and unambiguous language * uncomfortable with silence and speak up quickly to fill the silence * prioritize resolving issues over showing respect to others * typically express more emotion * use tough, even dominant, language * stress equity and use competitive language * value unrestrained expression of thoughts and feelings - low-assertiveness cultures: * emphasize indirect and subtle language * view silence as communicative and respectful * prioritize showing respect over resolving issues * typically express less emotion * use tender and pleasant language * stress equality and use cooperative language * value measured and disciplined expression of thoughts and feelings - assertive countries: Germany, Hong Kong, USA, Netherlands, France, South Korea - mid-assertive: Mexico, Brazil, UK, Italy - non-assertive countries: China, Taiwan, Japan
Egalitarianism and hierarchy
- egalitarian cultures: People tend to distribute and share power evenly, minimize status differences, and minimize special privileges and opportunities for people just because they have higher authority * decision making is more decentralized * protocol based on status is less important and is reserved for unusually formal business situations * leaders are approached directly * subordinates do not take responsibility for the mistakes of leaders * subordinates speak more openly with leaders even during disagreements - Egalitarian culture examples: Netherlands, USA, Hong Kong, China, Mexico - hierarchical cultures: people expect power differences, follow leaders without questioning them, and feel comfortable with leaders receiving special privileges and opportunities * decision making is more centralized * leaders are approached through intermediaries *subordinates take blame for and save face for leaders all the time *subordinates defer to leaders during disagreements * protocol (use of titles, seating arrangements) based on status is extremely important - hierarchy cultures: South Korea, France, Germany, Italy UK, Brazil, Japan
Verbal Communication
- expressing ideas to others by using spoken words - Oral communication: lexical, syntactic and rhetorical elements, lyrics, preposition sequence - Written communication: lexical, syntactic and rhetorical elements, lyrics, preposition sequence
Cultural Dimensions
- fairly permanent and enduring sets of related norms and values - Edward T. Hall (1915 - 2009): * American anthropologist * Approach is originally based on the study of native American cultures such as Navajo and Hopi, later extended to countries such as U.S., Germany, France, etc.) * Frequently applied in intercultural management literature since the 1960s * Basic assumption: "culture is communication and communication is culture"
Presentation Structure
- identify a few key takeaway messages - Once you've developed two or three key messages, everything in the presentation should lead back to them - Summarize your key takeaway messages at the outset and reemphasize them several times - "Say what you will talk about, talk about it, say what you did talk about." - Structure Your Presentation with a Clear Preview (Introduction), View (Body), and Review (Conclusion)
internal context structure
- individual * Know-how and technical skills * EQ and CQ * Language * Demographics - team * Size * Roles * Composition - time and space * Geographic dispersion * Tenure
dimensions of speech
- inflection - pace - articulation - rhythm - words and tone - volume
self-awareness
- involves accurately understanding your emotions as they occur and how they affect you - foundation for emotional intelligence
Future Orientation
- involves the degree to which cultures are willing to sacrifice current wants to achieve future needs. - high future orientation: * emphasize control and planning for the future * focus more on intrinsic motivation *frequently discuss long-term strategies as part of business communications * use of flexible and adaptive language * often mention long-term rewards and incentives * appreciate visionary approaches to business problems - low future orientation: * emphasize controlling current business problems * focus more on extrinsic motivation * rarely discuss long-term strategies as part of communications * use inflexible and firm language * often mention short-term rewards and incentives * prioritize proven and routine approaches to problems - high future orientation countries: Netherlands, Germany, UK, Japan, USA - low future orientation countries: Brazil, South Korea, Hong Kong, Mexico, France, China, Taiwan, Italy
Channels for Communication: Richness
- involves the level of immediacy and number of cues available. - Immediacy: how quickly someone is able to respond and give feedback. - Cues: people have access to a variety of cues, including physical cues (attire), social cues (turn-taking), verbal cues (tone of voice), nonverbal/visual cues (gestures, facial expressions).
Cultural dimensions according to Hall #2: time orientation
- monochronic culture: * do one thing at a time * adhere religiously to plans * are concerned about not disturbing others and follow rules of privacy and consideration * importance of punctuality and fixed agendas * linear thinking * e.g. Germany, North America, Japan - polychronic culture: * do many things at once * are committed to people and human relations * are more concerned with those who are closely related than with privacy * value loose scheduling and flexible agendas * cyclic thinking * e.g. Arab World, Southeast Asia, Latin America
blue
- motivated by concerns for people and wanting to help others - People who are motivated by the protection, growth, and welfare of others. They have a strong desire to help others who can genuinely benefit. - Seeking ways to bring help to others... Trying to make life easier for others... Being open and responsive to the needs of others... Trying to avoid being a burden to others... Defending the rights of others
red
- motivated by concerns for performance and wanting to achieve results - People who are motivated by task accomplishment and achieving results. They have a strong desire to set goals, take decisive action, and claim earned rewards. - Being alert to opportunity... Striving for immediate action... Accepting challenges... Competing for authority and responsibility... Exercising persuasion... Accepting risk-taking as necessary and desirable
synchronous communication
- occurs in real time - the individuals involved give immediate responses to one another and engage in turn-taking
outcomes
- performance * Quality * Innovation * Fulfillment of requirements - other * Satisfaction of team members * Positivity towards future teamwork * Team identity
team interaction
- processes * Communication * Cohesion * Conflict - reflection * Feedback * Learning
Channels for Communication: Constraints
- refer to the practical limitations of coordination and resources. - Coordination: deals with the effort and timing needed to allow all relevant people to participate in a communication. - Resources: deal with the financial, space, time, and other investments necessary to employ particular channels of communication.
Uncertainty avoidance
- refers to how cultures socialize members to feel in uncertain, novel, surprising, or extraordinary situations - high uncertainty avoidance: * document agreements in legal contracts * expect orderly communication: keep meticulous records, document conclusions drawn in meetings * verify with written communication * prefer formality in the majority of interpersonal business interactions - low uncertainty avoidance: * rely on the word of others they trust rather than contractual arrangements *expect casual communication: less concerned with documentation and maintenance of meeting records * feel unbound by formalized policies, procedures, and rules when discussing work decisions with others * verify with oral communication * expect informality in most interpersonal business interactions
Channels for Communication: Control
- refers to the degree to which communications can be planned and recorded, thus allowing strategic message development - Planning: sender can tightly draft, edit and revise, rehearse, and otherwise strategically develop message before delivery - Recording: Reprocessability medium allows the recipient more time to decode the message
Cultural intelligence in the workplace
- respect, recognize, and appreciate cultural differences - build a co-culture of cooperation and innovation - approach cross-cultural work relationships with a learner mind-set - establish trust and show empathy across cultures - understand cultural dimensions - mange language differences to achieve shared meaning - adjust conceptions of time and show patience - avoid inappropriate stereotypes - possess curiosity about and interest in other countries
Good Attention Getters
- rhetorical questions - vivid example - dramatic demonstration - testimonial or quotation - intriguing statistic - unexpected exercise - challenge
Conflict Sequence (three stages)
- stage 1: others - stage 2: problem - stage 3: self - blue: accommodate; focus on: self, problem, and others *stage 1: wanting to accommodate others *stage 2: wanting to conditionally give in or defer to others *stage 3: feeling driven to give up - red: assert; focus on: self & problem *stage 1: wanting to assert oneself *stage 2: wanting to prevail against the issue or others *stage 3: feeling driven to fight - green: analyze; focus on: self *stage 1: wanting to analyze the situation *stage 2: wanting to disengage from others or clarify the issue *stage 3: feeling driven to retreat
resumes
- structure: 1) name block; 2) education; 3) experience - What hiring managers look for: recruiters pend an avg 6 sec on your resume; they look at header/name, current company & position (start and end date); previous positions and dates; education - keep a visual hierarchy - make your resume clear and concise - avoid pictures and photos Layout - Group and label information to increase ease of reading. - Format to distinguish pieces of information. - Select a simple yet visually appealing layout. Content: - Position your most important contributions first. - Emphasize accomplishments with action verbs. - Quantify accomplishments where possible. - Avoid buzzwords and jargon. - Be exact and avoid any errors.
Synchronous vs. asynchronous communication channels: What is more suitable for conveyance of meaning and convergence of meaning? Consider immediacy, parallelism, number of cues, rehearsability, reprocessability.
- synchronous in real time; asynchronous in email - synchronous is more rich
Executive, R&D, Marketing
- teams with different functions - sometimes these teams work together
Self management (or self-regulation)
- the ability to use awareness of your emotions to stay flexible and to direct your behavior positively - involves responding productively and creatively to feelings of self-doubt, worry, frustration, disappointment, and nervousness.
Humane orientation
- the degree to which an organization or society encourages and rewards individuals for being fair, altruistic, friendly, generous, caring, and kind - high humane orientation: * Express greetings, welcome, concern, and appreciation in most interactions * consider taking time to talk about feelings as critical * volunteer to help others * smile and display other nonverbal signs of welcome frequently - low humane orientation: * express greetings and welcome in formal interactions * consider taking time to talk about feelings as inefficient * help others when asked * smile and display other nonverbal signs of welcome infrequently - high humane orientation countries: Japan, China, USA, Netherlands - mid humane orientation countries: Mexico, Taiwan, Brazil, UK - low humane orientation countries: South Korea, Hong Kong, Italy, France, Germany
Performance orientation
- the extent to which a community encourages and rewards innovation, high standards, and performance improvement - high performance: *emphasize results more than relationships * prioritize measurable goals and objectives in meetings and communications * view feedback as essential to improvement * value statements of individual accountability * expect urgency in communications and emphasize deadlines - high performance orientation: Hong Kong, South Korea, Netherlands, USA, France, Germany, China, Taiwan, Japan - low performance: * emphasize relationships more than results *discuss goals and objectives casually without mechanisms for measuring them * view feedback as judgmental and uncomfortabble * de-emphasize financial incentives; consider this motivation inappropriate * value expressions of loyalty and sympathy * show a relaxed view of time and view overemphasis on deadlines as pushy - low performance orientation: UK, Brazil, Mexico, Italy
Understanding the Interpersonal Communication Process
- the process of sending and receiving verbal and nonverbal messages between two or more people. - involves the exchange of simultaneous and mutual messages to share and negotiate meaning between those involved - Meaning: refers to the thoughts and feelings that people intend to communicate to one another - Encoding: the process of converting meaning into messages composed of words and nonverbal signals - Decoding: the process of interpreting messages from others into meaning.
A professional Q&A is part of a successful presentatio
- time for questions -Allow questions during the presentation: Understanding and attention of audience rise significantly prepare for questions - Preparation for Q&A is part of preparation for presentation: Always be prepared for questions on costs, uses, alternatives appreciate questions - Listen; What does the person mean? Why is this question asked? - Show appreciation and value all questions - Move towards the person who asked the question and look at that person - Repeat longer questions - Take your time before answering (hear, think, speak) answer questions - Be honest: "I don't know" is a possible answer - Do not attack the person asking: the audience is usually on the side of the person asking - You do not need to reply to statements that do not include a question - Be concise (Information question: facts; Opinion question: state own opinion based on facts; Emotional question: rely on facts, do not answer with same emotions) - Reframe the question to match your agenda
Elements of a successful presentation
-Content: introduction (hook, overview, positioning), main part (key messages, charts, arguments), conclusion (summary, call for action) - Person: has strong presentation skills - end goal: convincing delivery of content through the presenter
barriers to shared meaning
-external noise -internal noise -lifetime experiences
Planning Presentations
1) Goals and set-up - What is my goal? Do I have to persuade my audience?; Who is in the audience?; How much time do I have? 2) Structure and content - What's my key message?; Which information do I need to provide?; How do I structure my message? 3) Style and Visual Aids - Which style, language, attire, tone is suitable for my audience?; Which visual aids are useful?; Do I have a story line? 4) Presentation - Do my visual aids support my message?; Does my delivery support my content?; Do I interact with my audience? 5) Success: Did I reach my goal?
Stages of Development in High-Performance Teams
1. Forming stage: Contact phase: Initial entry of members to a group. 2. Storming stage: Conflict phase: Team members open up with their competing ideas about how the team should approach work. A period of high emotionality and tension among group members. 3. Norming stage Organizational phase: The team arrives at a work plan, including the roles, goals, and accountabilities. The point at which the group really begins to come together as a coordinated unit. 4. Performing stage: Cooperation phase: Teams operate efficiently toward accomplishing their goals. Emergence of a mature, organized, and well-functioning group.
Components of Persuasive Messages
1. Gain attention 2. Raise a need 3. Deliver a solution 4. Provide a rationale 5. Validate views 6. Give counterpoints 7. Call to action
interact with your audience
A few ways to interact with your audience include: - Fielding questions during the presentation - Mingling - Following up with audience members afterward
Presentations
A good presentation is designed for a specific audience and situation
Examples for complex and clear communication
Complex: John sent an email to notify me that he cannot make the appointment on Friday at 3pm. Matthew also says that he has different commitments. Monday would work for him, but only after 10:30am. According to Liz's assistant, Liz won't be back from Asia before Monday morning at 9:30am. Conference room A is occupied on Friday, but available on Monday at 2pm. Would that work? Clear: Can we postpone our Friday meeting to Monday at 2pm? Monday would be better for John and Matthew. Liz could also join.
Establishing Team Action Plans
Define problem -> Develop possible solutions -> Decide on most effective solution -> Implement it 1. Establish your overall project goal. 2. Break the project down into phases. 3. Specify your team action steps for each phase. 4. Determine timing for each phase. 5. Create work plan actions linked to each phase.
Intercultural Competence
Four components: motivational CQ, cognitive CQ, meta-cognitive CQ, behavioral CQ
Resignation
Make sure to leave an organization at good terms - You should inform your supervisor that you are leaving immediately, preferably in person - You may be required to write a formal resignation
Bicultural teams
Members represent two different cultures
blue-green
People who are motivated by developing self-sufficiency in self and others. They have a strong desire to analyze the needs of others and to help others help themselves. - Offering assistance for greater self-sufficiency and independence... Building effective processes and resources to protect or enhance others' welfare... Fighting for principles that are fair
fact on public speaking
Public speaking is one of the Top Fears of American Adults
Employment Communication
To create resumes and cover letters that serve your long-term career interests, your first step should be to carefully evaluate your career ambitions and qualifications - The first step is to identify your key selling points Identifying your career goals helps you accomplish several things in the job search process. * First, it helps you frame your resume and cover letter to project your career hopes. * Second, it helps you evaluate how well your abilities and attributes prepare you for your desired career. - These Abilities and Attributes Establish Credibility in the Job Application Process - 62% of employers call three or more references, so: * Develop Relationships with Potential References over Time * Contact Your References Ahead of Time * Thank Your References * Complete a Consistently Formatted, Well-Detailed Reference List
Extra-verbal communication: Small talk
Typical beginnings of a meeting in different cultures - Germany: 2-3 minutes: formal intro, sit down, begin - Finland: formal introduction, cup of coffee, sit down, begin - US: cup of coffee, jokes, begin - UK: 10 minutes: formal intro, cup of tea and biscuits, small talk (weather, comfort, sport, casual beginning - France: 12-13 minutes: formal introduction, small talk (politics, scandals, etc), begin - Japan: 15 minutes: formal introduction, protocol seating, green tea, small talk, signal from senior Japanese, begin - Spain.Italy: 20-30 min small talk while others arrive. Begin when all are there
Universialism vs. Particularism
Universalism: - seek fairness by treating all like cases the same way - focus more on rules than relationships - business loyalty is based on general rules, standards - details written legal contracts are very important - irrevocable stipulations of commitments - Belief: Common standards and rules should be followed and everyone should be treated the same. Exceptions weaken the system we depend on. Particularism: - seek fairness by treating all cases on their special merits - focus more on relationships than rules - business loyalty is base on personal relationship - written contracts are less important; mutual trust is more important -signed contracts are not always kept, particularly if the conditions of the environment change - Belief: Obligations to particular people and special circumstances come before abstract rules. Without exceptions, we weaken the human ties we depend on
What Is the Learning Style of Your Audience?
Visual learners - learn best from illustrations and simple diagrams to show relationships and key ideas - make up about 40 percent of the population Auditory learners - like loud, clear voices and believe emotion is best conveyed through voice - comprise roughly 40 percent of the population - Kinesthetic learners - need to participate to focus their attention on your message and learn best - make up about 20 percent of the population
Slide Design
a good slide is characterized by specific features: -action-title mentions the message: expresses the quintessence of the chart. Must not be longer than two lines. bold and begins with a capital letter. Always starts with a point - subtitle describes the content - give lists the same structure - argumentation flow follows reading flow - content determines animation - few forms and colors - communication/ documentation - demonstrate the structure or the process - uniform format Design Your Slides for Ease of Processing - Amount of information on a slide - Font sizes and types - Highlight key information - White space - Backgrounds and colors - Images, charts, & diagrams - Professional design help
counter-productive question: leading question
a question that implies that one answer would be better than another (ex: wouldn't you agree that employee engagement and productivity should be our priorities
Developing Emotional Intelligence - Emotional hijacking
a situation in which emotions control our behavior causing us to react without thinking
Shared meaning
a situation in which people involved in interpersonal communication attain the same understanding about ideas, thoughts, and feelings.
cross-functional team
a team composed of employees from different functional areas of the organization
token teams
all, but one member come from the same background
filter of lifetime experiences
an accumulation of knowledge, values, expectations, and attitudes based on prior personal experiences
cross-cultural team
composed of members from different cultures or countries
physical noise
external noise that makes a message difficult to hear or otherwise receive
Effective question: Solution-oriented questions
focus on how to overcome business problems. They focus on what should be done to accomplish business objectives. (ex: how can we find out which software vendors offer the most attractive performance review features?)
Positioning Statement
frames your message in appealing terms to your audience members and demonstrates clear and valuable benefits to them.
external context
framing of teamwork
permanent teams
groups of employees who are organized in a way similar to a formal department
Effective question: rapport-building questions
intended to create bonds between people (ex: how was your trip to the HR conference)
counter-productive question: cross-examination questions
intended to find contradictions in what others have said or done
Visual aids support the success of your presentation
introduce visual aids - Introduce visuals before showing them pause - pause when you show a new chart to let audience grasp the chart - The first sentence is important: Don't address it to the screen positioning - position yourself close to the chart - point to interesting areas directly lead audience - lead the audience step by step - explain structure of the chart first, then content - point to the part that is currently discussed - Avoid Turning Out the Lights in Most Cases - Don't Start Your Slides Right Away - Speak to Your Audience, not the Screen - Interpret, Don't Read Your Slides - Preview the Slides before Showing Them - Use a Remote Control to Advance Slides When Possible - Avoid Standing in Front of the Slide Projection - Use Blank Slides Strategically
Inherent diversity
involves traits such as age, gender, ethnicity, and sexual orientation
Acquired diversity
involves traits you acquire through experience, such as customer service experience, retail experience, or engineering experience
Emotional Intelligence:
involves understanding emotions, managing emotions to serve goals, empathizing with others, and effectively handling relationships with others
green
motivated by concerns for process and wanting to establish order People who are motivated by meaningful order and thinking things through. They have a strong desire to pursue independent interests, to be practical, and to be fair. - Seeking clarity, accuracy and correctness... Being cautious and thorough... Keeping emotions under control... Planning ahead and following the plan...Conserving resources
Effective question: funnel questions
move from general to (ex: so, how do you think we should go about researching what our employees think about performance reviews)
Semantic Noise
occurs when communicators apply different meanings to the same words or phrases
counter-productive question: Disguised statements
opinions presented in question form (ex: why do you insist on focusing on costs instead of benefits?)
Three primary motives
people, performance, process
Types of Teams
problem solving, self managed, cross functional, virtual, multi-cultural
Effective question: probing questions
questions designed to help critical thinking by examining information and reasoning in more depth (ex: how often do you receive complains about the annual performance review process?)
psychological noise
refers to interference due to attitudes, ideas, and emotions experienced during an interpersonal interaction
elements of emotional intelligence
self awareness, relationship management, self management, empathy
The Intercultural Communication Process
sender -> disfunction -> symbols -> disfunction -> receiver -> decoding -> from received symbols derived meanings -> with symbols associated meanig
empathy
the ability to accurately pick up on emotions in other people and understand what is really going on with them
relationship management
the ability to use your awareness of emotions and those of others to manage interactions successfully.
meta-cognitive CQ
the degree to which a person plans for, remains aware during, and checks after multicultural interactions.
behavioral CQ
the extent of a person's flexibility and appropriate use of a broad repertoire of behaviors and skills during multicultural encounters.
motivational CQ
the level of a person's interest, persistence, and confidence to function in culturally diverse settings.
cognitive CQ
the level of a person's understanding about how cultures are similar and how they are different.
temporary teams
working with providers with whom they do not regularly interact or may not even know.