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Barriers to Communication

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Title: Barriers to Communication


1
Barriers to Communication
  • GXEX1406
  • Thinking and Communication Skills

2
Communication Path
4
1
2
3
6
5
Thought
Understanding
Translation
Construction
Delivery
Reception
3
Communication blocks
  1. Noise
  2. Word Walls/Language
  3. Overload
  4. Dialog cutoffs
  5. Stereotyping
  6. Deceit
  7. Distrust
  8. Games

4
Noise
  • Communication Path

4
1
2
3
6
5
Thought
Understanding
Translation
Construction
Delivery
Reception
5
Noise - Cont.
  • Difficult to hear.
  • Did not get the message.
  • Be sensitive to noise problems and adjust your
    environment accordingly.
  • Stop the noise or move the communication
    elsewhere.

6
Example situation
  • Leman spent thirty years working with power
    tools. Somewhere in his early thirties he
    noticed that conversations in his van were
    difficult for him to follow. He thought the
    problem was the noisy van, and it was, except for
    one thing other people in the van understood the
    conversation. Only he couldnt follow the talk.

7
Word Walls
  • Communication Path

4
1
2
3
6
5
Thought
Understanding
Translation
Construction
Delivery
Reception
8
Word Walls - Cont.
  • Two types of block
  • 1. Unintentional block
  • vocabulary, technical jargon.
  • 2. Intentional block
  • to look impressive.
  • choose your vocabulary with care.
  • speak to communicate and never speak to impress.

9
Example situation
  • Aminah recently called her telephone company
    for a business phone in her home. She wanted to
    know the rates for installation and so on. The
    employee informed her that the system interface
    for the new phone line would be installed.
    Aminah was puzzled and said What does that
    mean? the phone company representative said,
    the guys have to come out and put a phone jack
    on the outside of the house.

10
Overload
  • Communication Path

4
1
2
3
6
5
Thought
Understanding
Translation
Construction
Delivery
Reception
11
Overload - Cont.
  • Too much input causes confusion.
  • Problem with receivers ability to cope.
  • The understanding of the message will be
    confused.
  • The focus of attention is weak.

12
Example situation
  • MajuKita, like most companies, puts the
    secretarial staff in very public spaces. The
    result is that they are constantly on the phone
    answering an inquiry, at the same time they are
    waiting on people, at the same time they are
    trying to get typing done, at the same time they
    are preparing for a meeting, at the same time

13
Dialog cutoffs
  • Communication Path

4
1
2
3
6
5
Thought
Understanding
Translation
Construction
Delivery
Reception
14
Dialog cutoffs - Cont.
  • Frequent interruptions ( often questions) are
    annoying and can destroy a conversation easily.
  • More problem is completing sentence for others.
  • Listen with respect.
  • Do not cut off a speakers comments in any way,
    or the communication will be damaged.

15
Example situation
  • It is that habit some people have of
    completing our sentences for us. We start a
    sentence, and then out of nervousness,
    impatience, or excitement or some such cause,
    suddenly we hear and then and find the story
    written for us.

16
Stereotyping
  • Communication Path

4
1
2
3
6
5
Thought
Understanding
Translation
Construction
Delivery
Reception
17
Stereotyping - Cont.
  • Misunderstanding, generalizing.
  • Unshared meaning can be caused by different
    education,space, time and belief.
  • Generalize about group women, men, workers,
    doctors etc.
  • Positive stereotyping.

18
Example situation
  • Ali and Ahmad had been pretty good friends.
    Ahmad is a supervisor. During a perfectly normal
    conversation one day, Ali got angry about
    supervisors and ranted away in front of Ahmad,
    not at Ahmad. Ahmad was very offended because he
    was, after all, a supervisor. If Ali thinks they
    are all jerks, Ahmad reasoned, Ali must think he
    is a jerk also. He took offense because of the
    stereotyping Ali had used to blast supervisors.

19
Deceit
  • Communication Path

4
1
2
3
6
5
Thought
Understanding
Translation
Construction
Delivery
Reception
20
Deceit - Cont.
  • Encouraged to misjudge.
  • Deceptive behavior is often motivated by hope
    that a person can be manipulated into certain
    perspective.
  • Hidden agenda, conspiracy.

21
Example situation
  • A supervisor might sabotage talented employees
    who could threaten his position. He might let an
    employee leave early but report it as though he
    had not been told of the departure. He might
    provide faulty directives on purpose, construct
    impossible goals, or send the employee on all
    sorts of wild goose chases. He could easily
    overwork the employee to get rid of he/her.

22
Distrust
  • Communication Path

4
1
2
3
6
5
Thought
Understanding
Translation
Construction
Delivery
Reception
23
Distrust - Cont.
  • Caused either by defensiveness or suspicion.
  • A job that involves correcting people ,
    defensiveness can be a major difficulty from time
    to time.
  • Suspicion can be element in a conversation
    between two people.
  • Sincerity is the solution.

24
Example situation
  • Timahs job needs her to evaluate a lot of
    papers. They a re not all A papers. The problem
    is that as the grades get lower, defenses rise.
  • A sales routine of even the briefest sort is
    something many people do not handle too well.

25
Key strategies to tell someone what he or she did
wrong
  • Make people realize you are there for their
    benefit.
  • Share the corrections by placing emphasis on your
    own similar errors, or the commonness of the
    errors.
  • Be descriptive and avoid value judgments. Eg, Say
    the job performance is not adequate. Do not say
    it was awful or a waste of time or junk.

26
Key strategies to tell someone what he or she did
wrong - Cont.
  • Suggest solutions, and use the words maybe and
    perhaps. Use these words to suggest solutions
    rather that demand them.
  • Help people see solutions themselves.
  • Be sure to avoid superiority. Authority may be
    appropriate, but superiority is a very different
    posture.
  • Speak as the equal of the other person.

27
Games
  • Communication Path

4
1
2
3
6
5
Thought
Understanding
Translation
Construction
Delivery
Reception
28
Games - Cont.
  • Deep-seated, serious conflict.
  • 2 emotional patterns aggression, surrender.
  • Use time ( an hour, a day) to remove yourself
    from the event and look for breathing space.
  • Victory is not sweet when people surrender.
  • In a company, you do not want an employee to
    surrender or withdraw you want an employee to
    understand.

29
Reference/notes
  • David W. Rigby, Workplace Communications for
    Engineering Technicians and Technologists,
    Prentice-Hall, 2001.page 102-118.
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