Foundations of Communication

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Chapter 1

• Foundations of Communication

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Linear ModelCommunication as Action
Transmitter
Receiver
Info Source
Channel
Destination
Who says what in what channel to whom with what
effect?
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Interaction ModelCommunication as Message
Exchange
Context
Context
Source
Channel
Receiver
Message
Message
Context
Context
Feedback
Adds two key elements (feedback and
context)still fails to recognize simultaneous
process of sending/receiving that occurs.
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Transaction ModelCommunication as Message
Creation
Context
Context
Source/Receiver
Source/Receiver
Message/Feedback
Context
Context
We constantly react to what others saynot just
exchanging meaning, also creating meaning
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8 Propositions about Interpersonal Communication

• Communication has both verbal nonverbal
  components
• You cannot not communicate
• Communication expresses both content
  relationship
• Meanings are in people

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8 Propositions about Interpersonal Communication
(continued)

• Communication is irreversible
• Communication is a neutral tool
• Communication is a learned skill
• Communication takes place in physical
  psychological contexts

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Source
Intentional
Unintentional
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Intentional
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Receiver
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3
Unintentional
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Chapter 2

• So Whats Stopping You?
• Communication Anxiety

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Why are some people apprehensive about
communicating?

• Inadequate positive reinforcement
• Poor skill development
• Inadequate or poor models

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Understanding Stage Fright

• Fear of evaluation
• Lack of preparation
• Feel conspicuous
• Rigid rules
• Negative self-talk

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Managing your Fear of Communicating

• Think!
• Severe Communication Apprehension
• Systematic desensitization
• Cognitive therapy

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Chapter 4

• Listening

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What is Listening?

• Receiving
• Understanding
• Interpreting
• Discriminating
• Remembering
• Evaluating
• Responding

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Who is the Listener?

• Listeners purposes
• Listeners knowledge interest levels
• Listeners listening skills
• Listeners attitudes

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Contextual Barriers to Good Listening

• Location
• Culture
• Gender

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Becoming a Better Listener

• Adapt to speakers delivery
• Listen with your eyes as well as your ears
• Monitor your emotional reactions
• Avoid jumping to conclusions
• Listen for major ideas
• Identify your listening goals
• Take notes
• Become an active listener
• Be a selfish listener
• Whats in it for me?
• How can I use this information?

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Chapter 3

• Ethics Professional Communication

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Professional Communication Ethics

• Take responsibility
• Respect tolerate others
• Speak with commitment will

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Scholastic Dishonesty

• Cheating
• Plagiarism

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Chapter 5

• Interviewing for Information Gathering

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What is an Informational Interview?

• Exchange between two parties
• Strategic purpose or goal
• Asking answering of questions

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Preparing for an Interview

• Decide on a purpose
• Choose a structure
• Generate topics
• Construct a schedule of questions
• Primary secondary questions
• Probes
• Examine your questions for language problems
• Ambiguous complex phrasing
• Irrelevant offensive content
• Leading questions
• Speedy guessing questions
• Prepare your opening and closing

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Chapter 6

• Working with Groups Teams

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Teams

• When should you use a group or team?
• Successful teams
• Themes identity
• Enthusiasm and energy
• Event-driven history
• Personal commitment
• Optimism
• Performance results
• Goals roles (p. 180)

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Unsuccessful Teams

• Unclear goals
• Changing objectives that are poorly communicated
• Poor leadership
• Lack of mutual accountability
• Having the wrong people on the team
• Not prioritizing the team
• Misunderstanding of roles
• Too much unhealthy conflict
• Bad process management (how team is organized
  run)
• No rewards for teamwork

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Leading Teams

• Assigned vs. emergent leadership
• Task vs. social leadership
• Participative leadership
• Democratic leadership
• Laissez-faire leaders
• Authoritative leaders

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Building Consensus

• Share similar goals
• Have a common enemy
• Spend time together on both task and non-task
  activities
• Work at respecting and trusting one another
• Have a series of successful experiences together

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Downside of Consensus

• Social loafing
• Groupthink

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Effective Meetings

• Keep the meeting structured
• Build consensus
• Understand the stages of meetings
• Orientation
• Conflict
• Resolution
• Reinforcement
• Follow-through on commitments
• Be a good team member

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Chapter 7

• Leadership Decision Making in Groups

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What is Leadership?

• Leadership is a dynamic, interactive process
  whereby one person (or group) influences another
  person (or persons) to move toward a particular
  goal or objective.

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What is Leadership?

• Process
• Dynamic
• Interactive
• Influence
• Purpose
• Are leaders born or made?
• Is leadership science or art?

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Perspectives on Leadership

• Blake Moutons leadership grid
• Concern for people vs. concern for production
• Transactional vs. transformational leadership
• Situational leadership
• Directing
• Coaching
• Supporting
• Delegating
• Contingency theory
• Least-preferred coworker scale

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Blake Moutons Leadership Grid
1,9 Country Club
9,9 Team
5,5 Organizational
9,1 Authority- Obedience
1,1 Impoverished
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Situational Leadership Theory (Hersey
Blanchard)

• Follower Development Levels
• F1 Enthusiastic Beginner
• Low competence, high commitment
• F2 Disillusioned Learner
• Some competence, low commitment
• F3 Reluctant Contributor
• High competence, variable commitment
• F4 Peak Performer
• High competence, high commitment

Leadership Styles L1 Telling/directing Low
supportive, high directive L2
Selling/coaching High supportive, high
directive L3 Participating/supporting High
supportive, low directive L4 Delegating Low
supportive, low directive
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F1
F4
Telling
F3
Leadership Direction
F2
Leadership Support
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Contingency Leadership Theory (Fiedler)

• Effective leadership is a balance of
  relationships, power, task structure
• Based on the Least-Preferred Co-worker Scale
• Leader-Member Relations extent of loyalty,
  support, and quality of relationships
• Leaders Position Power extent to which leader
  has authority controls rewards punishments
• Task Structure extent to which tasks are
  standardized controlled

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Contingency Leadership Theory
Leader-Member Relations Task structure Leader's Position- power Most Effective leader
Good Structured Strong Low LPC
Good Structured Weak Low LPC
Good Unstructured Strong Low LPC
Good Unstructured Weak High LPC
Poor Structured Strong High LPC
Poor Structured Weak High LPC
Poor Unstructured Strong High LPC
Poor Unstructured Weak Low LPC
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Chapter 9

• Analyzing your Audience

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Know your Audience

• A Analysis
• U Understanding
• D Demographics
• I Interest
• E Environment
• N Needs
• C Customized
• E Expectations

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Audience Needs

• Maslows Hierarchy of Needs

Self Actualization Needs
Self-Esteem Needs
Social Needs
Safety Needs
Physiological Needs
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Personality Types

• Intuitors
• - Conceptual
• Thinkers
• - Analytical
• Feelers
• - Relational
• Sensors
• - Practical

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Chapter 15

• Speaking to Inform

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Purpose of Informative Speaking

• Convey understanding
• Educate
• Transmit information through personal channels

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Types of Informative Speeches

• Objects
• Processes
• Events
• Concepts

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Choosing a Topic

• Not over listeners heads
• Not too personal
• Intriguing
• Manageable
• Has substance

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Types of Evidence

• Narrative or objective
• Factual
• Specific
• Statistics
• Testimony

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Chapter 10

• Organizing a Successful Presentation

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Defining the Purpose of your Presentation
Topic
General Purpose
Specific Purpose
Thesis
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Organizing your Ideas

• Chronological
• Spatial
• Topical
• Problem-solution
• Cause-effect

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Connecting your Ideas

• Previews
• Summaries
• Transitions
• Signposts

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Introduction

• Attention grabber
• Credibility
• Thesis statement
• Preview main ideas

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Conclusion

• Intent to conclude
• Summary of main ideas
• No new information

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Chapter 14

• Delivering Public Presentations

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Verbal Delivery

• Volume
• Rate
• Articulation
• Inflection/tone
• Rhythm
• Flow

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Nonverbal Delivery

• Eye contact
• Hand gestures
• Facial expressions
• Posture
• Clothing
• Presence

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Delivery Styles

• Memorized
• Manuscript
• Extemporaneous
• Impromptu

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Chapter 8

• The Importance of Language

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What is Language?

• Socially shared system
• Arbitrary
• Symbolic
• Governed by rules
• Combined

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Speech Act Theory

• Language is a functional toolwords mean
  because they do things

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Language Reality

• Language reflects reality
• vs.
• Language creates reality

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Using Language Effectively

• Appropriateness
• Rhetorical sensitivity
• Precision
• Concise
• Clear
• Specific
• Creativity
• - Metaphor - Simile - Repetition -
  Hyperbole

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Chapter 12

• Using Visual Aids

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Purpose of Visual Aids

• Visual representation of your ideas

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Types of Visual Aids

• Objects
• Models
• People
• Drawings
• Photographs
• Maps

• Graphs
• Charts
• Video Tapes
• CD ROMs/DVDs
• Audio Tapes/CDs

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Guidelines for Visual Aids

• Visual aids enhance your presentation, not a
  substitute for your presentation
• Easy to see / read / understand
• Simple
• Adapt to audience
• Look professional

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More Guidelines

• Rehearse
• Maintain eye contact
• Explain the visual aid
• Use handouts effectively
• Prepare backups for technology failure
• Timingshould coincide with ideas

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Chapter 13

• Making your Point with PowerPoint

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PowerPoint

• Present information incrementallyallow audience
  to process
• Simplicity (animation, slide design, etc.)
• Consistency
• Narrating PowerPoint slides is not a speech!

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Chapter 16

• Speaking to Persuade

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Levels of Influence

• Attitudes
• Beliefs
• Values
• Behaviors

The goal is change
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Important Distinctions

• Attitude learned predisposition to respond
  favorably or unfavorably toward something a
  like/dislike easiest to change
• Al Gore would have been a pretty good
  president
• Belief the degree of confidence with which
  something is perceived true or false
• The best way to stimulate the economy is to cut
  taxes
• Value an enduring conception of right/wrong,
  good/bad most difficult to change Abortion and
  the death penalty are both morally wrong

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Determining your Persuasive Purpose

• Persuasion happens when something is in
  question
• Questions of fact
• Questions of value
• Questions of policy

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How do we Motivate Listeners?

• Classical Appeals
• Logos Appeals to audience reason
• Pathos Appeals to audience emotion
• Ethos Appeals to speaker character

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How do we Motivate Listeners?

• Positive motivation statement made by a speaker
  suggesting that good things will happen if the
  speakers advice is heeded

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How do we Motivate Listeners?

• Negative Motivation (fear appeals)
• Research shows that
• Fear appeals involving loved ones are more
  effective than appeals involving the audience
  members themselves
• The greater your credibility, the more likely
  your fear appeal will be successful
• You must convince your audience that the threat
  is real and could actually happen

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Persuasive Strategies

• Cognitive Dissonance (mental inconsistency)
• Discredit the source
• Reject or deny the inconsistency
• Seek new information
• Stop listening
• Alter values, beliefs, attitudes, or behavior
  causing the dissonance

Potential responses
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Persuasive Strategies

• Monroes Motivated Sequence
• Attention
• Need
• Satisfaction
• Visualization
• Action

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Persuasive Strategies

• Implicit Intent
• Dont be explicit with your intent to persuade
  (i.e., Today Im going to persuade you to)
• - Introduction
• - Audience type

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Chapter 11

• Supporting your Claims (Evidence)

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Types of Evidence

• Explanations
• Comparisons
• Divisions
• Interpretations
• Descriptions
• Testimony

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Types of Evidence - Definitions

• Etymological
• Categorical
• Oppositional
• Denotative
• Connotative

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Types of Evidence - Statistics

• Descriptive
• Inferential

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Types of Evidence - Examples

• Hypothetical
• Case study
• Narrative
• Personal experience

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Types of Evidence Analogies

• Literal
• Figurative

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Types of Reasoning

• Inductive reaching a general conclusion based
  on specific examples, facts, statistics and
  opinions
• Reasoning by Analogy A comparison to explain
  how someone/something will respond
• Deductive Reasoning reaching a specific fact or
  opinion based on general information
• Causal Reasoning Relate two events saying that
  one caused the other

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Fallacies in Reasoning

• Hasty generalization
• Genetic fallacy
• Appeal to ignorance
• Bandwagon (popular appeal)
• Appeal to false authority
• Sequential fallacy
• Begging the question
• Ad hominen (personal attack)
• Circular reasoning
• Misuse of statistics
• Either/or fallacy

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Chapter 17

• Professional Argumentation

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Argumentation Defined

• Argumentation the mechanics of influence and
  the structure of reason

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4 Theories of Argument

• (1) Aristotles enthymeme - Partial
  syllogism
• - Omits the secondary premise

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4 Theories of Argument

• (2) Toulmins Components of Argument

Warrant
Evidence
Claim
Reservation
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4 Theories of Argument

• (3) Perelmans Technique of Argument
• - Practical vs. formal reasoning
• - How to reason about values
• - Association
• - Dislocation

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4 Theories of Argument

• (4) Fishers Narrative Paradigm
• Narrative Rationality
• - Coherence
• - Fidelity

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Chapter 18

• The Art of Impromptu Speaking

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Impromptu Speaking

• Strong oral tradition
• Importance in contemporary society
• Neglected as a formal skill
• Need training and practice

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Impromptu Topics

• Subjects
• Objects
• Quotations

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Division of Structure

• Classification
• Unification
• Cause-effect-solution

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Preparing for Impromptu Speaking

• Must be an on-going process
• Read deliberately
• Practice making associations
• Breath support
• Muscle relaxation
• Fluency pace

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Tips to Consider

• Consider your audience
• Be brief
• Organize your ideas
• Speak honestly, but with reserve
• Speak from personal knowledge experience
• Be cautious