Professional communication

and behaviour
Dr. C. George
Learning Objectives
• Describe what managers need to know about commutating
effectively
• Explain how technology affects managerial communication
• Discuss the interpersonal skills that every manager needs
How Does the Communication Process
Work?
• Communication
– A transfer of understanding and meaning from one person to another
• Communication Process
– The seven-part process of transferring and understanding of meaning
Parts of the Communication Process
1. Sender
– The communication source
2. Encoding
– Converting a message into symbolic form
3. Message
– A purpose for communicating that’s to be conveyed
4. Channel
– The medium by which a message travels
Parts of the Communication Process II
5. Decoding
– Translating a received message
6. Receiver
– The person to whom the message is directed
7. Feedback
– Checking to see how successfully a message has been transferred
Copyright ©2011 Pearson Education, Inc. Publishing as
Prentice Hall.
Are Written Communications More Effective
Than Verbal Ones?
• Written Communications • Oral Communications
– memos, letters, e-mail, – allow receivers to respond
organizational periodicals, – presents feedback evidence
bulletin boards, etc. that the message has been
– tangible, verifiable, and more received and understood
permanent
Is the Grapevine an Effective Way to
Communicate?
• Grapevine
– An unofficial channel of communication
What Are Barriers to Effective
Communication?
• Filtering
– Deliberately manipulating information to make it appear more favorable to
the receiver
• Selective Perception
– Selectively perceiving or hearing a communication based on your own needs,
motivations, experiences, or other personal characteristics.
• Information Overload
– What results when information exceeds processing capacity
• Jargon
– Technical language
Overcoming Communication Barriers
• Use Feedback
• Many problems are attributable to misunderstanding
• Use Simplified Language
• communicate in clear, easily understood terms
• Listen Actively
• Listening is an active search for meaning, whereas hearing is passive
What Are Networked Communication
Capabilities?
• E-mail
• the instantaneous transmission of messages on computers that are linked
together
• Instant messaging (IM)
• This interactive, real-time communication takes place among computer users
• Voice Mail System
• digitizes a spoken message, transmits it over the network, and stores the
message on a disk
Networked Communications (cont.)
• Fax machines
• transmit documents containing both text and graphics over ordinary
telephone lines
• Electronic data interchange (EDI)
• a way for organizations to exchange business transaction documents such as
invoices or purchase orders, using direct, computer-to-computer networks
Networked Communications (cont.)
• Teleconferencing
• allows a group of people to confer simultaneously using telephone or e-mail
group communications software
• Videoconferencing
• A simultaneous conference where meeting participants can see each other
over video screens
• Internet-based voice communication
• Popular Web sites such as Skype, Vonage, and Yahoo!, among others, let users
chat with each other
Networked Communications (cont.)
• Intranet
• A network that uses Internet
technology but is accessible
only to organizational
employees. An extranet is an
organizational
communication
• Extranet
• A network that uses Internet
technology and allows
authorized users inside the
organization to communicate
with certain outsiders such as
customers or vendors
What is Knowledge Management?
• Knowledge Management
– Cultivating a learning culture in which organizational members
systematically gather knowledge and share it with others
What Interpersonal Skills Do Managers
Need?
• Active listening requires
• Intensity
• Empathy
• Acceptance
• Willingness to take responsibility for completeness
• Empathy
• requires you to put yourself into the speaker’s shoes
• Acceptance
• listening objectively without judging content
• Responsibility for completeness
• the listener does whatever is necessary to get the full intended meaning
Feedback
• Positive feedback
• more readily and accurately perceived than negative feedback
• Negative feedback
• most likely to be accepted when it comes from a credible source or if it’s
objective
What Are Empowerment Skills?
• Delegation
– Assigning authority to another person to carry out specific activities
• In participative decision making, authority is shared. With delegation,
employees make decisions on their own
What is Conflict Management?
• Conflict
– Perceived differences resulting in interference or opposition
• Traditional View of Conflict
– The view that all conflict is bad and must be avoided
• Human Relations View of Conflict
– The view that conflict is natural and inevitable and has the potential to be a
positive force
Conflict Management (cont.)
• Interactionist View of Conflict
– The view that some conflict is necessary for an organization to perform
effectively
• Functional Conflicts
– Conflict that’s constructive and supports an organization’s goals
• Dysfunctional Conflicts
– Conflict that’s destructive and prevents an organization from achieving its
goals
Conflict Management (cont.)
• Task Conflict
– Conflict that relates to the content and goals of work
• Relationship Conflict
– Conflict that focuses on interpersonal relationships
• Process Conflict
– Conflict that refers to how the work gets done
What Are Negotiation Skills?
• Negotiation
– A process in which two or more parties who have different preferences must
make a joint decision and come to an agreement
• Distributive Bargaining
– Negotiation under zero-sum conditions, in which any gain by one party
involves a loss to the other party.
• Integrative bargaining
– Negotiation in which there is at least one settlement that involves
no loss to either party
Essential interpersonal skills for an ‘HCP’
HCP –(Healthcare professional)

1. Tactfulness and diplomacy

2. Courtesy and respect
3. Empathy
4. Genuineness
5. Appropriate self-disclosure
Communication styles
The appropriate attitude is Assertive, not
aggressive
Effective therapeutic communication skills
and strategies
1. Remaining silent with the patient
2. Remaining non-judgemental
3. Showing acceptance of what the patient tells you
4. Giving recognition
5. Offering of yourself
6. Giving the patient the opening
7. Leading the discussion
8. Making observations
9. Encouraging communication
10. Paraphrasing
Value of Good Communication:

• More Effective Caregiver

• Better Care for Loved One

• Compliance with Treatment Plans

• Creates Teamwork

• Reduces Isolation
Value of Good Communication:

• Shared Decision-Making
• Eases Time Limitations
• Clears Misunderstandings and Confusion
• Encourages Professionals to be More Responsive
Barriers to Communication:
• Patient Focus
• Time Limitations
• Lack of Team Approach
• Mechanistic Approach
• Lack of Conflict Resolution Skills
• Stressful Work Habits
Suggestions From Health Care Professionals

• Enhance Communication

• Support Treatment Plans

• Please Respect Our Limits

Key Principles of Effective Communication

• Establish presence
• Participate effectively
• Build mutual understanding
• Encourage collaboration
Establish Presence
• Breathe Deeply
• Make Eye Contact
• Stay in the Moment
• Establish Rapport
• Maintain a Strong Sense of Self
Participate Actively
• Be Prepared
• Clearly State Your Purpose
• Offer Relevant Information
• Ask Questions
• Be Assertive
 Assertiveness
(High Profile)

Levels of Issue an Ultimatum

Set Limits of Acceptance
Assertiveness Offer a Win/Win Compromise
Clearly State What You Want
Recommend a Solution
Suggest Alternatives
Ask for Alternatives
Ask Questions
Match Your Level Provide Feedback
of Assertiveness Listen Actively
to the Situation
(Low Profile)
Understanding
Build Mutual Understanding
• Use Active Listening
• Ask for Clarification
• Demonstrate Understanding
• Avoid Assumptions
• State Difficulties and Concerns
Encourage Collaboration
• Focus on Common Goals
• Clarify Responsibilities
• Speak Openly and Honestly
• Help with Problem Solving
• Express Appreciation for Help
  Breathe deeply
Establish Presence  Make eye contact
 Stay in the moment
 Establish rapport Establish Presence
 Maintain a strong sense of self

Participate Actively  Be prepared

 Clearly state your purpose
 Offer relevant information Participate Actively
 Ask questions
 Be assertive

Build Mutual Understanding  Use active listening

Build Mutual Understanding
 Ask for clarification
 Demonstrate understanding
 Avoid making assumptions
 State difficulties and concerns

Encourage Collaboration  Focus on common goals

 Clarify responsibilities Encourage Collaboration
 Speak openly and honestly
 Help with problem solving
 Express appreciation for help
Comm Who: When:

unicati Problem or Concerns: Key Principles of Effective

on Communication

planne Brainstorm problems and

r concerns

Select the Appropriate Tool(s): Listed below . .

Symptom Report Guide Question Guide Levels of Assertiveness
Good Communication Practices Doctor’s Visit Checklist Emergency room Checklist
Managing Difficult Relationships Hospital Discharge Questions Personal Medical Record

Problem or Concern What I Plan to Say or Do

List key problem Determine what you plan to say and

do
Skill Practice Process:

• Planning Phase

• Practice Phase

• Debrief/ Feedback Phase

 Who: When:
Dr. Smith Next office visit
Problem or Concerns: What are Clarice’s issues? Key Principles of Effective
•Dr. S - usually in a hurry Communication

What are Clarice’s •Dr. S - doesn’t seem to listen to me

•I feel intimidated by him
issues? •I don’t give enough information
•I leave without asking questions
•Need to ask about pain medication options
•Need to tell him about how it affects my sleep
and ability to care for Bill

Select the Appropriate Tool(s): What tools will help Clarice ?

What tools will help Symptom Report Guide Question Guide Levels of Assertiveness

Clarice? Good Communication Practices

Managing Difficult Relationships
Doctor’s Visit Checklist
Hospital Discharge Questions
Emergency room Checklist
Personal Medical Record

Problem or Concern What I Plan to Say or Do

Dr. Smith in a hurry • Establish my presence! Take deep breaths, stand

tall, make eye contact, relax- Remember my value
What are her key and doesn’t seem to
• Be prepared and organized
listen to me
problems and • Be brief and to the point in both my questions and
answers to him - Thank him for his help
concerns? • Tell him about Bill’s pain
I don’t tell him
enough information • Review symptoms and determine what is relevant
and most important -- write these down in advance
• Tell him how this is affecting me as the caregiver

What does she plan to I feel intimidated and

• Decide which pain medication option we prefer or
ask Dr. S for his recommendation.
do or say to address her don’t ask questions • Determine needed Level of Assertiveness

concerns? • Prepare questions in advance using tools

• Listen carefully, repeat back “If I understand you
right, you are saying. . . “