2019 SHRM-SCP - Interpersonal Cluster

Enemies to Communication Presence

Falseness and nervousness.

Impactful communicator strategies

-Impactful communication always has a strategy for critical and complex communications. When creating strategy, ask: How will the communication occur? When will the communication occur? Where will the communication occur? Who will communicate? What support will be required? What media will be used? How will audience feedback be managed? What org rules shape the communication?

Dilemma reconciliation process(used in synergistic orgs) (Trompenaars and Hampden)

-Is the process of charting a course through cultural differences. The dilemma reconciliation process consists of four steps Recognize (create awareness of cultural diversity) Respect (appreciate the value of diversity) Reconcile (resolve differences and find a common path) Realize and root (implement solutions and institutionalize them in the org) -helps org move towards share identity

Situations in which different levels of context create misunderstanding? (Hall)

-Negotiation: high context culture such as japan may appear to be agreeing but have not fully accepted terms -360 degree review: Low context culture like US may have difficulty understanding review from high context culture Training - High context culture will frequently not ask questions or challenge authority of trainer

Geert Hofstede—dimensions of culture

6 dimensions: Not all dimensions may be of the same importance in all cultures. Each offers a pair of contrasting values, but in reality each pair provides a continuum; rarely does a given culture exist entirely at one extreme or another.

Due Process

A critical concept of the rule of law that laws are enforced only through accepted, codified procedures, thereby avoiding unfair or arbitrary action by a country's government and restraining that government—or branches of government or individual officials—from abusing their power over citizens and entities doing business there.

Geert Hofstede— Masculine/feminine. dimension of culture

A masculine culture will be oriented toward competition and achievement, while a feminine culture is empathetic, nurturing, and collaborative. In masculine cultures, gender roles tend to be more distinct and rigid; in feminine cultures, there is greater sharing of roles between the sexes.

Networking

A process of developing mutually beneficial contacts through the exchange of information.As the number of contacts grows and their diversity increases, HR professionals can build a web of connections that multiplies their own abilities. Networking starts with listening and helping others with their needs. Understanding and helping colleagues with their needs will pay dividends when you present your own needs, because they will be more receptive to listen and help

Civil Law

A system based on written codes approved by legislative bodies. In some instances, governments implement regulations to enforce laws. These regulations have the force of law. Most prevelant in the world. Created by legislators

Fons Trompenaars and Charles Hampden-Turner— Universal/particular cultural dilemma

A universal culture esteems consistency, clarity, and impartiality. Rules for each case ensure fairness. A particular culture is flexible, pragmatic, and comfortable with ambiguity. It considers the case and its context first and will make exceptions; fairness is achieved by considering many factors and relationships.

Conflict Resolution Descriptions

Accommodate (or smooth):The leader restores good relations by emphasizing agreement and downplaying disagreement. Assert (or force Win/Lose): The leader imposes a solution. Avoid: The leader withdraws from the situation or accepts it Collaborate (or confront Win/Win): accept the fact that they disagree and look for a "third way," a new solution to the problem of the conflict. Useful when stakes are high, relationships are important, and time allows. Compromise ("lose/lose"):The leader asks those in conflict to bargain—altering positions on different issues until a mutually acceptable solution is defined.Preserves egos. Solutions may be temporary or only partially effective

MEDIA CHALLENGES:Voice mail Communication Advantages vs. Challenges

Advantages Saves time (when used to relay content, not make direct contact) Challenges Does not provide feedback or confirmation of understanding

MEDIA CHALLENGES:Written report Communication Advantages vs. Challenges

Advantages Allows full presentation of topic Can reach a large audience and encourage thoughtful responses Provides documentation of communication Challenges Takes time and care to create May need to conform to organizational expectations (templates) Takes time to get a response

MEDIA CHALLENGES:Oral presentation Communication Advantages vs. Challenges

Advantages Can allow immediate questions and feedback and adjustment of message Can incorporate visuals, video, handouts Challenges Requires skill and time to practice Requires time and expense to create support material

MEDIA CHALLENGES:Social media Communication Advantages vs. Challenges

Advantages Can be broadcast to large audiences Reaches certain audiences efficiently and can elicit immediate feedback (e.g., quick surveys) Challenges May not reach all audiences Requires review since the message will be widely viewed

MEDIA CHALLENGES: Face-to-face (or small group) Communication Advantages vs. Challenges

Advantages Provides immediate verbal and nonverbal feedback Useful for complex, sensitive issues (e.g., conflicts, negotiations, problem solving) Challenges Takes time Requires good listening skills Requires care to avoid conveying wrong message

MEDIA CHALLENGES:Phone call Communication Advantages vs. Challenges

Advantages Provides more opportunity for feedback, questions Challenges Requires good listening skills since there are no visual cues Faces more competition for attention Takes more time

Email Communication Advantages vs. Challenges

Advantages Saves sender time Allows detail Includes multiple parties easily Documents communication Challenges Requires more care to create accurate message and convey correct tone Does not necessarily provide desired feedback Can be missed or perceived as nuisance

MEDIA CHALLENGES:Short messaging (e.g., texting, chat) Communication Advantages vs. Challenges

Advantages Saves time for both parties Can be broadcast to announce information (e.g., promotional, emergency) Challenges Limits content that can be communicated Can be missed/IGNORED or perceived as intrusive IF USED TOO MUCH. Also it comes across as urgent, then when it's not, people start ignoring it.

Territorial Jurisdiction

Allows a legal body to decide cases involving any activity that occurs within its borders (with certain exceptions). Thus host- rather than home-country laws may apply to corporate activities.

Identifying Stakeholders

An HR professional's network should include key stakeholders, both inside and outside the organization. These stakeholders can affect what HR does and how successful it will be in these activities. The organization's stakeholders perceive the value they receive in distinctive ways. Understanding these multiple perspectives can help HR KNOW WHAT EACH STAKEHOLDER VALUES AND WANTS A stakeholder has an interest in the operation, value, and activities of an organization, although this interest may or may not be financial or contractual. A stakeholder is a participant in receiving value directly or indirectly. -External customers, internal customers, suppliers, Communities, political groups, religious institutions, and governments

Rule of Law

An ancient concept that stipulates that no individual is beyond the reach of the law and that authority is exercised only in accordance with written and publicly disclosed law. Essentially restrains governments from abusing their power to deprive citizens of their rights -companies must evaluate each location to determine what level of rule of law they have. Typically high levels of rule of law lead to less risk, greater predictability and more control but laws and regulations will be held accountable more

Level of Law

Analyzing laws by their areas of control: national, subnational, supranational/regional, international, Extraterritorial

Three elements needed to Develop a Global Mindset

Appropriate knowledge, skills, and understanding Desire and motivation on the part of the employee to change Support from systems and management *EE's who have spent time abroad are those most likely to have a global mindset because they have first hand knowledge that provides daily interactions that embody cultural differences. -Global mindset is not quickly acquired

Layers of Culture (Shein)

Artifacts and products (explicit/outer layer). These include a culture's obvious differences, such as its food, dress, architecture, humor, and music. Norms and values. Less immediately obvious are a culture's shared and stated sense of acceptable behaviors—what is right and wrong. Basic assumptions (Implicit/core). These are the culture's core beliefs about how the world is and ought to be. They may be unspoken, and members may not even be consciously aware of them. -Complete cultural understanding requires understanding of all three layers, not just artifacts and products which is what's typically taught in cross-cultural communication courses

Common Law

Based on legal precedent: Each case is considered in terms of how it relates to judicial decisions that have already been made. Evolves through judicial decisions over time. (common law is created by judges. Civil law by legislators)

Religious Law

Based on religious beliefs and conventions: a mixture of written codes and interpretations by religious scholars. Most world religions have their own bodies of laws and legal processes.

Task conflicts

Can lead to discoveries of better ways of doing things

Master Delivery

Choose the channel that best fits the message and the audience's needs, a delivery style that supports audience understanding and engagement. Timing and awareness of the audience's reactions are also important. Be ready to touch on key points if audience is bored or explain in different ways if they're confused. Tailor to the audience

Most prevalent form of law

Civil Law

3 major types of world legal systems

Civil law Common law Religious law

Types of organizational cultures (tromprnaars)

Clans value family-like ties and supportive relationships among employees. Adhocracies value entrepreneurial spirit and risk taking.(a flexible, adaptable, and informal organizational structure without bureaucratic policies or procedures.) Hierarchies value efficiency and stability and believe in rules. Market cultures are driven by competition and value results. - Side note: Important to note that while an EE's behavior may appear to be from the organizational culture, it could actually be from their national culture.

Culture vs Climate

Climate is distinct from culture. Culture is the result of shared beliefs. Climate may result from the actions of a few individuals or external forces. For example, a handful of managers who are attentive only to their own goals or a serious downturn in revenue or market competition can create a poor climate even in an organization with a positive culture. Mistaking the climate and culture can result in organizations undertaking entire cultural changes to correct a disorder that does not exist.

Impactful Communication

Communication that achieves its purpose integrates: An understanding of the audience's needs and perspectives. A clear message. Effective delivery.

Negotiating Multicultural Values

Consider a synergistic approach that recognizes the differences to craft agreements that allow both sides to win.

Strategies for Negotiating Culture Differences

Cultural Domination/Accomodation - I assimilate your culture or you to mine. One or the other (aka parochialim) Cultural Compromise - both sides giving up some values in order to meet in the middle. Cultural Synergy- creating a third way—finding what works well in each culture and removing barriers to communication and collaboration, including language and policies.

Malicious Compliance

Cultural disconnects within an organization must be addressed to avoid creating "malicious compliance." This can occur when headquarters develops standardized programs that fail to recognize local differences and imposes them on their foreign subsidiaries. Local managers know the programs will not succeed in their standardized form but agree to implement them and then watch them achieve the inevitable results—failure and increased resistance to future programs.

Three Aspects of Cultural Intelligence and definition

Cultural intelligence is the capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts. As with the term "global mindset," the concept of "culture" here needs to be extended to embrace other diversity dimensions—age, gender, race, religion, socioeconomic background, and even intelligence and ideology. Cognitive - Knowledge of cultural differences and using them to decide how best to handle a cross-cultural situation Motivational - confidence, effectiveness and level of attraction toward a new culture(the ability to enjoy culture differences vs feeling threatened by them) Behavioral - a person's range of possible actions and responses. If wide, it enables the person to be flexible and adapt in multicultural contexts

Seeking/Receiving Feedback (can apply impactful communication to this situation)

Decide what feedback you need and find the person most equipped to provide it. Feedback should be asked for timely to the activity you want feedback on. Listen actively, ask questions, don't be defensive. Offer thanks, even if you must correct the feedback due to error or miscomm. ect. Follow up w/ the person who gave the feedback by applying ideas/advice.

Conflict and how to respond to it

Derive from disagreements over how to do a particular TASK, PERSONAL differences, or a need for CONTROL or dominance. Respond to conflict by responding to 2 things: the task that must be accomplished and the relationships between the people in conflict.

Dealing with multiculturalism (LEADING THROUGH CONFLICT)

Dominate (parochialism). Avoid (by ignoring the conflict). Accommodate (by ceding to local cultures). Compromise (by making both cultures give up something). Create an alternative (through cultural synergy).

Creating Presence (Factor in being impactful communicator)

Engaging with an audience requires supporting your message and your credibility with a physical presence that is appropriate and engaging. - posture and movement, gestures, eye contact, vocal qualities

Eliminating Conflict

Establishing ground rules for conduct Clarifying authority and responsibility Setting objectives with input from all stakeholders and team members Considering the possible effects of decisions and actions on others Creating avenues for communication Monitoring and checking in on team members periodically.

Obstacles to understanding multicultural organizations

Ethnocentrism and parochialism. ethnocentrism as "our way is the best way and we are really not interested in other ways of reaching a goal." Parochialism goes even further, asserting that "there is only one way to solve a problem or reach a goal." Cultural stereotypes Perceptions of a culture are applied to all of the culture's members, often in a negative manner. Cultural determinism (THE CULTURE MADE ME DO IT) Culture defines behavior and therefore excuses some actions and makes changes impossible.(with further exploration HR may find that it's not cultural resistance to the practice but to how the practice is being implemented). Cultural relativism There are no absolutes. Norms and values vary by situation and cultural perspective. (while cultural differences are often considerable, global HR can refer to a reasonable set of absolutes based on honesty, decency, and personal integrity that should pertain across cultures.)

Effective Facilitation of focus groups (can apply impactful communication to this situation)

Excellent listeners. interpret and confirm what the group is saying and use this content to drive the conversation further good observers of nonverbal messages and of group dynamics, steering the conversation when the group is off track or being dominated by a member

Fons Trompenaars and Charles Hampden-Turner— Neutral/affective cultural dilemma

Expression of emotion. ___________ society disapproves of public expressions of emotion. ____________cultures, individuals express emotions freely.

Giving Feedback (can apply impactful communication to this situation)

Feedback must be timely and specific. As time passes, the memory on both sides fades, which makes meeting the criterion of specificity more difficult. It also risks losing the opportunity for changing potentially negative actions.

Effective networking Requirements

Finding people who have something you would like to share. Having something yourself that other people would like to share Taking the time to make and maintain connection, even when there is no current need for support

Construct the Message: framing and reframing

Framing is the process of getting an audience to see communicated facts in a certain way so that they take a certain action. Reframing is changing the way an audience sees or feels. When an HR professional manages an employee's discouragement over a change in the workplace by pointing out benefits and opportunities created by the change, the HR professional is reframing the facts of the change.

Leading a Staff Meeting (can apply impactful communication to this situation)

Have a purpose. Set a clear agenda with defined items. Circulate the agenda before the meeting and specify what individuals may need to prepare. Allot time according to the agenda's requirements. Start on time. Consider ways to change things up sometimes. Take time to resolve conflicts, but postpone discussion of conflicts that may be difficult to resolve during the meeting. Review any decisions and assignments at the meeting's end. Send an e-mail summary if needed for more complex agendas. Periodically have a meeting on meetings to determine if the meeting is achieving goals

Edward T. Hall

How much unspoken background or context does a person need to understand a statement or behavior? Context level affects communication and relationships: High-context culture—A statement's meaning includes the verbal message and the nonverbals and social and historic content attached to the statement. "No business until I get to know you personally." Also, what you say is not necessarily what you mean. (china, japan, france, latin america) Low-context culture—A statement's meaning is encoded in its words only. "It's not personal. It's just business." What you say is what you mean (USA, canada, UK)

Global Mindset Requires

Imagination—being able to see the view from inside another person's culture and using that awareness to create solutions and bridges. Self-awareness—recognizing the ways in which one's own cultural background has shaped one's perspective and recognizing that one's culture is just one among many. "The global rule":treat those from other cultures as they would like to be treated

Fons Trompenaars and Charles Hampden-Turner— Individual/communitarian cultural dilemma

In an individualist culture, members are free to consider their own needs and opportunities when taking action. Members of collectivist cultures must consider how their actions will affect the entire group. To this extent, they are less "free" personally.

Fons Trompenaars and Charles Hampden-Turner— Internal/external cultural dilemma

In an internal culture, an individual charts his or her own path, while in an external culture the individual plays a part in a story directed by fate.

HR in a Global Mindset

Interpersonal/Developing a Global perspective...Fig 16 Develop a strategic view of the org Develop a global org culture Secure and grow a safe and robust talent/supply chain Use and adapt HR technology Develop meaningful metrics Develop policies and practices to manage risks

International Level of Law

Law involves both the relationships between nations and the treatment of individuals within national boundaries. Jurisdiction generally derives from treaties, conventions, pacts, protocols, covenants, or similar instruments that have been ratified in signatory countries.

National Level of Law

Laws enacted by the highest or federal legislative bodies of a country, intended to apply across the entire nation.

Subnational Level of Law

Laws enacted by the municipalities, states, provinces, or regions within a nation. (in US federal trumps state law/ not so in Canada)

Extraterritorial Level of Law

Laws that extend the power of a country's laws over its citizens outside that country's sovereign national boundaries. This is important for HR professionals, as it can affect assignees or employees traveling for work.

Key Operational Benefits of a Global Minset

More compliant approach to policies/culturally sensitive practices. Greater sophistication and more critical analysis regarding tradeoffs between local adaptation and global standardization. Smoother coordination of complementary functional activities distributed across borders. Faster rollout of new product concepts and technologies. More rapid and efficient sharing of best practices across operational units. A lower failure rate of international assignments.

Benefits of having Global Mindsets in a Organization

More proactive with respect to benchmarking and learning from product and process innovations that take place outside its domestic borders. More alert to the entry of nontraditional (e.g., foreign) competitors into its local market. More open to the concept and fact of diversity within the organization. This will create benefits of its own.

Forum or jurisdiction shopping

Occurs when plaintiffs seek to bring their suit in a jurisdiction more likely to be sympathetic to their claims.

Geert Hofstede— Power distance dimension of culture

Pattern of distribution of power to culture's members. Extent to which less-powerful members of organizations and institutions accept unequal distribution of power

External Network Contacts

People outside the organization with whom you work regularly (e.g., suppliers, community contacts), colleagues in other companies, or connections through professional associations

Internal Network Contacts

People with whom you interact on a regular basis in the course of your work (e.g., another HR staff member, a contact in accounting). Also, stakeholders in the organization who share interests and can provide support.

Negotiating Process

Preparation -The negotiator should identify critical needs, wants that could be concessions, and possible demands from the other side. Conducting a BATNA (best alternative to a negotiated agreement) for self and other party Relationship Building - Many negotiating tactics focus on creating atmospheres that encourage comfort and openness. Information exchange - Positions and needs are explained by both sides. A more thorough understanding of positions usually leads to more-balanced agreements. This tactic is referred to as perspective taking—seeing the issue from the other side Persuasion - Negotiators seek mutually beneficial options rather than trying to win the other side to their own position. Concessions - Both sides find wants that are not essential to agreement. Some negotiators plan to make small concessions, while others never make concessions—at least, formally Agreement - Agreements may be legal instruments or verbally expressed understandings.

Effectively framing the message

Providing clarity and explanation through: Articulating the objective and desired outcome of the communication. Identifying the benefit to the audience. Identifying the key points of the message and sequencing them in a logical manner. Providing an explanation of and evidence for each point that helps the audience see these facts in the desired frame.

Due Dilligence

Refers to the need to thoroughly investigate an action before it is taken, through diligent research and evaluation

Perceived credibility (Factor in being impactful communicator)

Reputation for expertise, reliability, and integrity. clears away much of the initial static or "noise" in the communication process. The audience is more willing to listen and to believe.

Jurisdiction

Right of a legal body to exert authority over a given geographical territory, subject matter, or persons or institutions

Fons Trompenaars and Charles Hampden-Turner—cultural dilemmas

Seven dilemmas that illustrate points of cultural tension:

Evaluating Effective Communication HR

Signs of effective communication w/in HR include: High levels of engagement reported in employee surveys. High levels of retention. Positive comments on the organization's social media channels. Effectiveness of teams in meeting their commitments and department budgets and schedules. High levels of collaboration.

Different Negotiating Styles (3 types)

Soft negotiators value the relationship more than the outcome and will back down on issues in the interest of reaching agreement—even if they are no longer getting what they need. Hard negotiators are committed to winning, even at the cost of the relationship. Principled negotiators aim for mutual gain.They identify common interests and make them a goal of the negotiation. This is referred to as interest-based or integrative bargaining. Negotiation method consistent with the leadership models most organizations accept

Interpersonal conflicts

Sometimes be disguised as task conflicts because the real issues are not being resolved, Interpersonal conflicts require that at least one of the parties in the conflict has emotional intelligence and skill in negotiating. Or they require the intervention of a leader who can impose ground rules for behavior and refocus the team on the task. When team members conflict because of issues related to diversity, the cost of conflict may outweigh the benefits of having diversity in a team or organization.

Checklist for Developing and Promoting a Global Mindset (three items

Study and understand your own culture and how it relates to others. Study and understand global business trends and forces. Promote a global mindset within your organization.

Global Mindset

The ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives, and views.

Noise/Derailment in communications

The communicator can be ineffective in articulating the message. The message may be sent at the wrong time and in the wrong manner or form. The receiver may misunderstand the message. The feedback loop does not operate well.

Communication Model

The critical message in the communication model is the idea of NOISE—that interference can occur at any point in the communication and that it can arise from PHYSICAL, PERSONAL, SOCIAL, EMOTIONAL factors. Effective communicators are aware of these possibilities and plan ahead to minimize noise.

Geert Hofstede— Long-term/short-term dimension of culture

The dimension refers to the way the culture sees the effect of the past on the future. A long-term or NORMATIVE culture tends to use traditions as a guide and values loyalty to those values and ideas. A short-term culture is more PRAGMATIC; it believes that its actions today can shape its future.

Communication Competency

The knowledge, skills and abilities (KSAOs) needed to effectively craft and deliver concise and informative communications, to listen to and address the concerns of others, and to transfer and translate information from one level or unit of the organization to another.

Facilitating Group Discussions (can apply impactful communication to this situation)

The purpose of communication in a group discussion is to elicit information. The facilitator must therefore encourage full discussion of the topic and participation by the entire group.

Regional / Supranational Level of Law

These are binding agreements among nations of a region. Regional or supranational rules may supersede conflicting national laws among participants; this is referred to as primacy or supremacy.

Ways People with Global Mindset Approach the World

They drive for the bigger, broader picture. They accept contradictions. They accept uncertainty and understand how to use conflict management as opposed to one-sided resolution through imposition or acceptance. They trust the process to solve problems. They value multicultural teamwork. They view change as opportunity. They are open to new ideas and continual learning. They are inclusive, not exclusive.

4 T's to build a global mindset

Travel/Teams/Training/Transfers

Corrective Feedback (can apply impactful communication to this situation)

Tricky and emotional. One way is to allow the ee to express his or her own goals or hoped-for results. Then state additional goals and present the negative feedback as "things that are happening that will prevent us from reaching these goals." Be precise and frame the message in terms of the ultimate goal of the feedback, which is to help the ee be successful.

Conflict of laws

When the laws of two or more jurisdictions with ties to a lawsuit differ and in which the outcome of the case may depend on which jurisdiction's laws are applied.

Understand Your Audience - Leaders should perform some level of audience analysis. What are questions related to audience analysis?

Who needs to hear the message? Are their distinct groups w/ different needs? What do they already know if anything? How will they react?(surprise/confusion/resistance/no interest) What approaches work best(hard data, personal stories, providing info and letting them decide?)

Fons Trompenaars and Charles Hampden-Turner— Sequential/synchronic cultural dilemma

_________ cultures planning, keeping appointments, and making productive use of time are important. The future is more important than the past. _________ cultures see time as large enough to accommodate multiple activities at the same time. More flexible and forgiving.Schedules change to accommodate demands.

Fons Trompenaars and Charles Hampden-Turner— Achieved/ascribed cultural dilemma

__________ culture, individuals are valued according to their own accomplishments (what they do). ___________ culture, value may be derived from social factors, like position, wealth, family, or gender (who they are).

Fons Trompenaars and Charles Hampden-Turner—Specific/diffuse cultural dilemma

___________ cultures have open public lives but a strong boundary between public and private lives. In a___________ culture a public contact may be allowed access into one's private life once certain conditions have been fulfilled (e.g., time, introductions from other people). If the access is rejected, the other person may be perceived as cold or standoffish.

Negotiation

a process in which two or more parties work together to reach agreement on a matter.

Hofstede's

culture is only part of an individual's makeup. It shares space with and can be affected by: The individual's personality, which is a product of inheritance and experience. Human nature, which is universal—such as feelings of joy or loss.

Geert Hofstede— Individualism/collectivism dimension of culture

describes contrasting visions of how members of a society relate to each other. In individual cultures, clans and family are less important than individual achievement. In a collectivist culture, one's membership in a group is more important than one's individual identity. The group can provide security, protection, and access to opportunity self-reliance vs. loyalty to group

Geert Hofstede— Uncertainty avoidance dimension of culture

describes how members of a culture feel about uncertainty and lack of clarity. Cultures that avoid uncertainty tend to be more rigid about rules and uncomfortable with change (which always implies risk).

Key Content

it is dangerous to assume that the explicit or observable aspects of an organization are the totality of its culture. These features are more accurately referred to as the organization's climate. Climate is distinct from culture. Culture is the result of shared beliefs. Climate may result from the actions of a few individuals or external forces.

Geert Hofstede-Indulgence/restraint dimension of culture

refers to how the gratification of desires is viewed. An indulgent culture believes in fun and pleasure, while a restrained society controls its desires according to social norms.

Culture

set of beliefs, attitudes, values, and behaviors shared by members of a large group and passed down from one generation to the next. A cultural model is like a distinctive genetic code—invisible but present and exerting a strong influence on what we see.

Active Listening

technique used by communicators who are fully engaged with their audiences, both physically and cognitively.

Active listening (Factor in being impactful communicator)

technique used by communicators who are fully engaged with their audiences, both physically and cognitively. Essential principles include: Inviting the other person or people into the conversation. Allow gaps to develop in which the listener can speak. Avoid interrupting or talking over the speaker. Ask questions that encourage people to speak. Focusing on the speakers entirely. This means thinking about what the speaker is saying, not how you will respond to it. It also means showing physical signals of interest in the speaker. Processing both spoken and unspoken messages. This requires using emotional intelligence—seeing the communication from the other person's perspective, checking that your interpretation is correct, responding, and showing empathy.

Goal of Communication

to move an audience toward acceptance and action. can be achieved by creating cognitive and emotional connections