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Verbal Communication: "A Wise Man Reflects Before He Speaks A Fool Speaks, and Then Reflects On What He Has Uttered."

Here are some key reasons for providing feedback: - It helps people improve their performance. Without feedback, people may not know what they are doing well and what could be improved. - It increases motivation and job satisfaction. Positive feedback lets people know their work is valued. Constructive feedback helps them develop. - It strengthens relationships and trust. Providing regular feedback shows you care about someone's progress and development. It fosters open communication. - Problems are less likely to escalate. Addressing issues promptly through feedback prevents small problems from growing larger. - Organizational goals are more likely to be achieved. With feedback, people understand expectations and can make adjustments to better meet goals and objectives.

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Shyam Krishnan
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158 views

Verbal Communication: "A Wise Man Reflects Before He Speaks A Fool Speaks, and Then Reflects On What He Has Uttered."

Here are some key reasons for providing feedback: - It helps people improve their performance. Without feedback, people may not know what they are doing well and what could be improved. - It increases motivation and job satisfaction. Positive feedback lets people know their work is valued. Constructive feedback helps them develop. - It strengthens relationships and trust. Providing regular feedback shows you care about someone's progress and development. It fosters open communication. - Problems are less likely to escalate. Addressing issues promptly through feedback prevents small problems from growing larger. - Organizational goals are more likely to be achieved. With feedback, people understand expectations and can make adjustments to better meet goals and objectives.

Uploaded by

Shyam Krishnan
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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“A wise man reflects before he speaks;

a fool speaks, and then reflects


on
what he has uttered.”

- French Proverb

VERBAL COMMUNICATION
MODULE 1: Point 2- Contents
VERBAL COMMUNICATION
• Target group profile
• Barriers of Communication
• Listening
• Feedback
• Presentation Skills
• Use of Aids
• Public Speaking
• Practice Presentation
• Non Verbal Communication
TARGET GROUP PROFILE
• THE VAL’S APPROACH ( Values & Life Styles Approach)
• Types of Audiences:
- The Belongers
- The Emulators
- The Emulator Achievers
- The Societally Conscious Achievers
- The Need Directed
• Key Audiences:
- General public - Government - Employees
- Customers - Suppliers - Financial sector
BARRIERS TO COMMUNICATION
•By Sender/ Receiver
 Barriers pertaining to semantics :
- Vocabulary - Meaning - Intonation
 Personal Barriers
- Style and character (rude, polite, shy, outspoken)
- Preparation & presentation : Information sent is too little/ too much;
message encoded in wrong language, inappropriate tone; verbal & Non-
verbal contradictory; wrong medium chosen; order
- Lack of clarity (pronunciation, pitch, etc.)
- Lack of credibility
- Lack of familiarity with audience
- Lack of experience
- Timing (Emotional conflict if too involved in message)
 Psycho-sociological barriers
- Receivers’ physical condition
- Failure to pay attention
- Emotional response
 Perceptual barriers
• Organisational Barriers and
• Process Barriers
(EXERCISE)
Barriers to Effective Communication By
Sender/ Receiver … Proper Pronunciation

Communication Help Pen

Buffalo Career Guest

Colonel Buffet Bouquet

Rendezvous Bulb Fax

Prakash Pradeep Chandrajeet


Perception
Message

Sender Receiver
Percep-
Feedback tion
Frame of Reference
Our frame of reference is made up of a multitude of
factors:

• Attitude
• Beliefs
• Cultural Conventions
• Education
• Emotional state at the time
• Experience
• Gender
How Shared Experiences Affect Understanding

Little shared experience Average amount of Large amount of shared


shared experience experience
Meanings dissimilar Meanings similar Meanings very similar
Misunderstanding Average degree of High degree of
understanding understanding

Example: A manager dictated the following to his Secretary:


What was dictated -- It has been decided that a biogas plant be setup near our
canteen to make use of waste food.
What was typed by the secretary --
It has been decided that
(a) biogas plant
(b) setup
near our canteen to make use of waste food
PERCEPTUAL BARRIERS: EYE CONTACT

NO OR RIGHT TOO MUCH


LITTLE AMOUNT

YOU MAY BE SHY PAYING HOSTILE;


PERCEIVED ANXIOUS ATTENTION; THREAT-
AS UNINTEREST- GIVING ENING
ED RESPECT;
OPEN;
RELAXED;
DIRECT IN
APPROACH
Barriers to Effective Communication…
(Cont’d)
 Organisational Barriers
- Culture - Environment - Size & structure
- Pace of activity : Match (nonverbally and verbally) & Meet expectations

Process Barriers ( In Transmission/Reception)


• Channel/Medium
- Defects in Channel
- Poor infrastructural facilities (audio system, etc)
- Use of too many transmission links
- Environmental (noise, light)

• Irrelevant Information loading


• Lack of Response or Feedback
• Inappropriate Questions
Overcoming Communication Barriers
ABC of Constructive Communication

• Approach - manner of addressing both the


person and the subject

• Build Bridges - Respect, Trust, Commonality


• Customize your communication - Seek first
to understand, before being understood
Overcoming the Barriers…

Say to yourself, “I will get Response”

Come up with a topic for discussion everyday

Start improving upon pronunciation

Develop habit of reading – start with the English


newspaper / magazines

Understand first, then communicate

Don’t be afraid of asking questions


Listening
Listening…the other side of communication
Too many people see communication as merely speaking.

Messages must be received as well as sent.

A good question to ask yourself is, are you really listening


or simply waiting for your turn to talk?

If you are thinking about your reply before the other


person has finished, then you are not listening!
Listening is…
Active Search for meaning; demands total
concentration

Objective of Listening is…

–to receive information


–to understand effectively
–to enhance clarity
–to empathize
Types of Listening

• Passive
• Selective
• Active
Characteristics of Active Listening
Emphasising on listening than talking.
Understanding personal feeling, beliefs and positions rather than
abstract ideas
Following the speaker rather than leading the area we think we
should be exploring
Clarifying the speakers' thoughts and feelings
Responding to speakers' feelings, beliefs and positions

Factors which influence active listening are:


1. Motivation
2. Concentration
3. Empathy
4. Knowledge
5. Emotion
What listening looks like…
•The Listener keeps looking at the speaker
• The Listener’s body is in ‘open’ position
• The listener is smiling with a pleasant &
encouraging expression
• Listener looks relaxed but alert, neither
tense nor slouching
• Listener utters humming sounds
Barriers to effective listening

• Perceptions • Environment – noise


• Language • Preconceived notions/
• Semantics expectations : pre-judgement
• Personal Interests: self • Attention span
-centeredness • Physical hearing problem
• Emotions • Speed of thought –wandering
• Inflections (pitch) mind
So, while Listening …

– Avoid distractions
– Do not interrupt unnecessarily
– Be active (show interest)
– Paraphrase what you’ve heard
– Throw an echo
Let the other person know you
are listening
S: Stand or sit straight, turn your face
squarely to the other and smile
O: Have an open body position
L: Lean towards the other person slightly
E: Maintain eye contact and make
encouraging noises
R: Relax and be comfortable
How can we improve our listening skills?
Eliminate distractions
Concentrate
Focus on the speaker : look beyond
his style
Maintain an open mind; reserve
judgement
Look for non-verbal cues
Do not react to emotive words
Ask questions
Sit so you can see & hear
Avoid prejudices
Take notes
Ask for clarification
How can we improve our listening
skills?

SUMMARIZIN
SUMMARIZIN
PARAPHRASING
PARAPHRASING G
G
Restating
Restatingwhat
what Pulling
Pullingtogether
together
another
anotherhas
hassaid
said the
themain
mainpoints
points
in
inyour
yourown
own of
ofaaspeaker
speaker
words
words

QUESTIONING
QUESTIONING
Challenging
Challenging
participants
participantstoto
tackle
tackle&&solve
solve
problems
problems
Other questioning techniques include:

Direct questions: asked of a particular individual – allows you to


initiate control – good for re-directing discussion from excessive
talkers.

Return questions: puts the question back to the questioner or group


– “What do you think about that?”

General overview questions: used to initiate a discussion or set up a


thoughtful exercise – “How would you respond to the situation?”

Hypothetical questions: tests the responder’s problem-solving


ability by posing a hypothetical situation – “If you had an unlimited
budget, what would you fund?”
Other helpful techniques to foster communication
(both verbal and non-verbal)…

Repeat the last


Nod Your Head
word or two of the
prior speaker

Maintain eye Keep an open


contact body position

Make encouraging Repeat a sentence


statements or part of one
FEEDBACK

It makes me nervous when someone says,


“ I agree with everything you say”.
Not even I agree with everything I say.
-Jeremy Rifkind, US Economist
REASONS FOR NOT GIVING FEDBACK
• I don’t have time
• They already know how well they are doing
• If anything goes wrong, I’ll tell them
• They are professionals – they need not be told
• I don’t want to interrupt their work
• If I told them they’re doing a good job, they would
want more money
• I told him how he was doing 3 years ago, nothing has
changed
• I am keeping them from getting swollen egos
• If I told them how they are doing now, I won’t have
anything to talk about during performance review
Characteristics of Perfect Feedback
• Wanted – not imposed
• Helpful – discovering what should be done
• Timely – without delay
• Relevant – what the receiver wants
• Descriptive – not evaluative
• Specific – facts and incidents
• Practical
• AVOID :
• - Criticism (insulting words)
• - Qs.s putting people on the defensive (“Is that the
best you can do?”)
• - Extreme statement/exaggeration (“That was the
most ridiculous action imaginable”)
How To Receive Feedback With Grace and Dignity
1. Control defensiveness.
2. Listen to understand.
3. Suspend judgment.
4. Summarize and reflect what you hear.
5. Ask questions to clarify.  
6. Ask for examples and stories that illustrate the feedback, so you know
you share meaning with the person providing feedback.
7. Understand that the person giving feedback is not always right. They
see your actions but interpret them through their own perceptual
screen and life experiences.
8. Be approachable.  

9. Determine the reliability of the feedback 


10. Remember, only you have the right and the ability to decide what to do
with the feedback. 
Tips:

1. Show appreciation to the person providing the feedback.  


2. If you find yourself becoming defensive or hostile, practice
stress management techniques such as taking a deep breath
and letting it out slowly.
3. Focusing on understanding the feedback by questioning
and restating usually defuses any feelings you have of
hostility or anger.
4. If you really disagree, are angry or upset, and want to
dissuade the other person of their opinion, wait until your
emotions are under control to reopen the discussion.
 
Non-verbal feedback : receiver is no longer
receptive – WARNING SIGNALS
•Appear confused/ startled/ astonished
•Expression of disagreement
•Shake head back & forth
•Furrow eyebrows
•Raise eyes to ceiling
•Begin to interrupt
•Fold arms firmly
•Lean back
•Look anxious to speak

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