Unit competence 07

Utilize specialized communication skill

Introduction
This unit covers the knowledge, skills and attitudes required touse specialized communication
skills to meet specific needs ofinternal and external clients, conduct interviews, facilitate
groupdiscussions, and contribute to the development ofcommunication strategies.
Communication cues: generally applicable to most people; specific to particular group(s);
specific to an individual.Communication methods could include: the individual’s preferred
spoken language; the use of signs; symbols; pictures; writing; objects of reference;
communication passports; repetitivebehaviours; other non verbal forms of communication;
human and technological aids tocommunication.

Objectives
Dear learner! At the end of this session you will be able to:
 Identify specific communication needs of clients and colleagues and met
 Use different approaches to meet communication needs of clients and colleagues
 Address conflict promptly and in a timely way and in a manner which does not
compromise the standing of the organization
 Develop strategies for internal and external dissemination of information p, promoted,
implemented and reviewed as required
 Establish channels of communication and review regularly
 Provide coaching in effective communication
 Maintain work related network and relationship as necessary
 Use negotiation and conflict resolution strategies where required
 Appropriate communication with clients and colleagues to individual needs and
organizational objectives
 Clear presentation and sequential and delivered within a predetermined time
 Utilize appropriate media to enhance presentation
 Respect differences in views
 Respond inquiries in a manner consistent with organizational standard 4. facilitate
group discussion
 Define and implement mechanisms which enhance effective group interaction
 Use routinely strategies which encourage all group members to participate
 Set and follow objectives and agenda for meetings and discussions
 Provide relevant information to group to facilitate outcomes
 Undertake evaluation of group communication strategies to promote participation of
all parties
 Identify and address specific communication needs of individuals
 Employ a range of appropriate communication strategies in interview situations
 Make and maintain records of interviews in accordance with organizational
procedures
 Communicate and use effective questioning, listening and nonverbal communication
techniques to ensure that required message is communicated
1. Meet common and specific communication needs of clients and colleagues
1.1 Specific communication needs of clients and colleagues are identified and met
Communication cues: generally applicable to most people; specific to particular group(s);
specific to an individual.

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Communication methods could include: the individual’s preferred spoken language; the use
of signs; symbols; pictures; writing; objects of reference; communication passports; repetitive
behaviours; other non verbal forms of communication; human and technological aids to
communication.
Human aids to communication include: people who sign; people who take notes; people
who “mouth”; people who speed type.
Key people include: family; friends; carers; others with whom the individual has a supportive
relationship. Your knowledge and understanding for this unit will relate to legal
requirements and codes of practice applicable to the scope of your work and others with
whom you work; the nature of the work you are undertaking; your role and level of
responsibility within your organisation (eg whether you have responsibility to support the
work of others); the individuals, key people1 and others with whom you are required to work
and the degree of autonomy you have for the management of your own work activities.
1If you are working with children and young people the term “individuals” covers children
and young people and “key people” covers parents, families, carers, friends and others with
whom the child/young person has a supportive relationship
The following forms of evidence ARE mandatory:
Direct Observation: Your assessor or an expert witness must observe you in real work
activities which provide a significant amount of the performance criteria for most of the
elements in this unit. For example how you ensured that the individual understood you, and
what methods you used when you experienced difficulty in maintaining communication.
Reflective Account/professional discussion: These will be a description of your practice in
particular situations based on working practices. For example you could explain in detail the
individual’s communication needs and describe how you meet these, if you use pictures/signs
how you go about introducing new words or expressions to help the individual develop and
gain new experiences. It is likely that this would also provide evidence for the mandatory
units in the award particularly where you have demonstrated knowledge of legislation, policy,
procedures and value s relevant to the task.
Competence of performance and knowledge could also be demonstrated using a variety
of evidence from the following:
Questioning/professional discussion: May be used to provide evidence of knowledge,
legislation, policies and procedures which cannot be fully evidenced through direct
observation or reflective accounts. In addition the assessor/expert witness may also ask
questions to clarify aspects of your practice.
Expert Witness: A designated expert witness may provide direct observation of practice,
questioning, professional discussion and feedback on reflective accounts.
Witness testimony: Can be a confirmation or authentication of the activities described in
your evidence which your assessor has not seen. This could be provided by a work colleague
or the individual.
Products: These can be reports on communication needs and processes, observational
records, diary evidence of day to day practice, care plans.
You need not put confidential records in your portfolio, they can remain where they are
normally stored and be checked by your assessor and internal verifier. If you do include them
in your portfolio they should be anonymised to ensure confidentiality

The effectiveness of community service and disability work depends largely on the quality of
the relationship developed between the client and the worker. The basis for the development
of all relationships is communication. This course will allow you to communicate effectively
within your organisation and in a case management situation.
Specific communication needs

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Community and disability service workers work with a diverse range of clients who, because
of their disability or personal, emotional and cultural situation, may require workers to
develop and use specialist communication skills.
You must be able to adapt your communication style to meet the needs of this client group in
a fair, non-judgemental and effective manner.
Areas of specific need you should consider when communicating with others include:
 Disability (including but not limited to intellectual impairment, physical impairment,
psychiatric disability, hearing or vision impairment, learning difficulties, and attention
deficits).
 Literacy (e.g. false assumptions about level of intelligence and understanding, concerns
about the content of documents and forms, what is being written down).
 Language (e.g. non-English-speaking backgrounds, not familiar with service-specific
jargon and acronyms).
 Gender, age, experiences, emotional well-being and other individual attributes.
 Critical situations. Crises traditionally cause disorganisation of thought and hence need
special skills by workers in establishing rapport with clients.
 Culture (including experiences in other countries, music, spirituality, customs, gender,
social expectations, body language, and position in the community).
 Remote location (limited access to services and resources, distance travelled).
Irrespective of their particular needs, all clients must be treated with dignity and all
communication must demonstrate respect and be open and non-judgemental.
1.2 Different approaches are used to meet communication needs of clients and colleagues
You will usually find that there is more than one way to provide the information required.
Depending on your client group, you will need to adapt your communication strategy to meet
the particular needs of clients and co-workers; you may need to include use of techniques and
aids such as:
 facial expressions, hand signals and other physical gestures
 objects, photographs, pictures or symbols, written words
 specific techniques and aids
 videos or practical demonstration
 translations of printed material
 language and cultural interpreters
 augmentative communication systems, such as devices and processes that replace, or are
an adjunct to, speech, e.g. speaking machines, Auslan or Makaton (a system of symbols
and pictures).
The techniques and aids that you use must be appropriate for the individual. For example:
 Unnecessary use of hand movements can be distressing for some people with a mental
illness.
 A person who is deaf may need a specific type of interpreter specialising in either sign
language, Auslan or cueing.
 Pens and notebooks may create barriers when you are communicating with a person who
is illiterate. Within a community that has low rates of literacy, informational videos may
be more helpful to clients than written brochures.
You should discuss any difficulties in communicating with a particular person with your
supervisor or mentor. It may be necessary to invite a third party to support communication
with a client, or even to provide an alternative support worker.
People who may be able to assist with communication include professional interpreters, case
workers, or non-professional helpers or support people, for example, trusted friends of the
client, family members or adults.
Non-professional support persons

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Non-professional support people such as family members, carers or professional advocates
are not neutral. If these people are to act as interpreters, be aware that the communication
may be influenced by advice or emotional involvement.
Be extremely reluctant to use children as interpreters for their parents, especially in any
sensitive family matters. This practice can disturb the role and status of members within a
family system and contribute to instability and interpersonal problems within the family.

Managing mistrust and conflict

The context in which most community and disability service work occurs frequently
exacerbates the potential for misunderstanding and tensions within the worker–client
relationship.
 Clients may not have requested the service and are considered involuntary, e.g. young
people on Juvenile Justice orders, people on Mental Health orders, probation orders
and Drug Court orders.
 Clients with multiple disabilities, as well as their families, may have experienced a
history of frustrations and rejections both in their personal lives and in their relations
with various helping agencies. These previous experiences may have affected their
expectations of workers, and their role.
 Clients may be experiencing major crises in their lives; this heightened emotional
state can cause them to misinterpret actions.
 In some areas of work, the clients may have significant communication barriers as
well as cultural differences, which can contribute to suspicion.
You need to demonstrate patience, understanding, and respect for others' cultural, religious or
other preferences. In this way, you can minimise any barriers arising from the clients' and co-
workers' actions or beliefs, and ensure that they do not contribute to breakdowns in
communication, resulting in mistrust or conflict.

Identify conflict
Conflict may be unavoidable, due to the nature and purpose of some communications;
however, by identifying early signs of conflict it is possible to avoid communications
becoming emotionally charged or destructive.
Signs of conflict can be verbal, non-verbal, or indicated through body language:
Verbal disagreement Non-verbal indicators Body language
This may include: This may include: This may include:
 a raised voice  non-participation  closed posture (crossed
 a sharp tone  distraction arms, etc.)
 snide remarks  withdrawal  colour of face (pallor)
 asides (comments  continual lateness  angry expression
intended for one  non-attendance  positioning (e.g.,
person to hear, but moving away)
directed toward others)
 direct explanation
Levels of conflict
The Levels of conflict diagram describes the escalation of conflict from early signs of
discomfort through to incidents, misunderstandings, tension and crisis.

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Self-awareness in conflict situations
'Anger is a signal and one worth listening to!'
(Lerner 1985)

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When a conflict is developing between yourself and a client or colleague, anger is usually
present. It is important to examine where that anger is coming from and what needs are not
being met – both within yourself and within the client's situation.
You need to be very honest in acknowledging personal limitations and prejudices, and avoid
imposing your own personal values and beliefs on others. These could include:
 feeling threatened by the other person
 commitment to personal values or beliefs
 being unsure of your information
 being unassertive, aggressive, talkative, or having low self-esteem.
 being judgemental or having expectations
 using inferences rather than facts or observations.
Feelings can bubble up unexpectedly and you may not be prepared for their intensity. This
can exacerbate the potential for conflict developing with clients or co-workers. It is vitally
important for you to be able to examine your responses to others and to be constantly aware
of what your feelings and perceptions tell you, about your needs and those of your client, and
whether these are being met.
People in conflict can approach the situation competitively or they can attempt to cooperate,
while still acknowledging the existence of a conflict. When people compete in a conflict, they
usually perceive that there will be an outcome in which one side wins and the other loses. If
people attempt to approach a conflict cooperatively, they try to find a solution both parties
can be satisfied with.
People's behaviour in conflict falls into five styles described below:
 avoiding – withdrawing from the conflict
 smoothing – finding common interests or areas of agreement
 compromising – bargaining so that each side gets a part of what they want
 forcing – one side causes the other side to change
 problem Solving – attempting to find a solution that meets both needs.
Nonviolent Communication
Nonviolent Communication (NVC) is a model of communication proposed by Marshall
Rosenberg of the Centre for Nonviolent Communication. Rosenberg 's model provides a list
of needs that human beings have, and the feelings that are often defined by whether our needs
are being met.
Applying the NVC model can reduce the likelihood of conflict developing, through a process
encouraging us to focus on what we and others are observing; how and why we are each
feeling as we do; what our underlying needs are; and what each of us would like to happen.
These skills emphasise personal responsibility for our actions and the choices we make when
we respond to others.
1.3 Conflict is addressed promptly and in a timely way and in amanner which does not
compromise the standing of the organization
Managing Conflict in the Workplace
Conflict in the workplace needs to be managed early on, before it affects productivity and
morale.Workplace conflict is caused by either interpersonal employee differences or
organizational problems.The supervisor or manager needs to discern what type of conflict
he/she is dealing with before coming up with a resolution strategy.
Employee Conflict
When employees having problems relating and working together, the best course of action is
to talk with each employee to find out the cause of the problems.
While it takes two (or more) to create communication problems, it takes only one to start it. A
supervisor dealing with employee communication problems needs to find out what's (1)

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triggering the problems and (2) what's keeping them alive, so he can deal with each one
accordingly.
Team Conflict
A team experiencing communication problems is no longer effective working toward a
common goal. Misalignment, mistrust, argumentative behavior, defensiveness are symptoms
that the team is no longer functional. Addressing communication problems in a team is a bit
more complex than addressing problems between two employees.
A team that is having communication problems may be the bellwether for the organization as
a whole. Or it could be just a bad mix of personalities. The manager has first to determine
why the team is having problems and then apply corrective measures as appropriate.
Organizational Conflict
Conflict in the workplace can expand beyond employees and teams to include the entire
organization. While uncommon, it can happen if the causes that lead to communication
problems are left unmanaged. Some people may start taking sides and an overall climate of
distrust settles in. Others will disengage or leave the organization altogether. The
organization has hit bottom.
Avoiding Conflict ... or Resolving It?
Sometimes we fool ourselves thinking we have peace in the organization, when all we have
done is avoid conflict, not resolve it. We do have peace, but it's fake and superficial. Below
the surface, undercurrents of hostility run deep. But people treat each other nicely.
Failing to address interpersonal problems leads to loss of productivity and low morale.
Resentment builds and once it's in place, it's hard to get rid of it. Resentment can grow to a
point of no return. At that point, the only solution is for the person causing the resentment to
leave or "be punished".
The chart below shows a diagram of the most common causes of communication problems at
work.

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As an example, when favoritism toward an employee takes place, others are likely to feel
jealousy toward the favored employee. They may turn to spreading rumors or gossip about
the employee which in turn may lead to conflict in the workplace.
Roads that may Lead to Conflict

Managing conflict in the workplace

Conflict resolution takes place in two steps:
Step 1: Managing the conflict at hand now. When the problem is between two or three
people, conflict management can be done by the immediate supervisor or manager of the
people affected. When the manager is also part of the problem, an outside facilitator is
invaluable.
It's shortsighted to avoid bringing in outsiders to help sort out differences. The potential
losses due to employee communication problems are huge.
If the problem at hand has expanded to include a team or the organization as a whole, an
outside facilitator is essential.
If you want to learn more about dealing with conflict, here's a website that shares insights
from the practice of Mediation - a process designed to promote effective communication and
conflict resolution.
Communication and Conflict
Step 2: Managing its roots to prevent future conflict. Please refer to the chart above to
explore the possible causes of conflict at work and ideas on how to address them. You can
click on the area of your interest to read more about it.

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It's tempting to only do the first step in managing conflict: solving the communication
problem at hand. But it's essential to take the time to complete the second step: dealing with
the causes of the problem.
2. Contribute to the development of communication strategies
2.1 Strategies for internal and external dissemination of information are developed,
promoted, implemented and reviewed as required
Internal information dissemination
The internal dissemination of results will be as follows:
1. The writing of reports and articles by a member will be notified to all members.
2. The reports and papers themselves will be made available by electronic file transfer.
3. All software developed in the framework of ModelAge will be made freely available
to all members.
4. Each stay of a member in another site of the group, longer than two weeks will be
summarized in a report (with dissemination according to these rules).
5. Minutes will be taken of all meetings (again with dissemination according to these
rules).

External information dissemination

The external dissemination of results will be obtained through the publication of scientific
articles by members.
Furthermore, Model Age will hold a yearly workshop to which external experts will be
invited. The proceedings of the workshops and the yearly report summarizing the research of
ModelAge will be made publicly available. The writing of a book synthesising the results of
ModelAge and providing a pedagogic presentation will be undertaken during the last year of
ModelAge. The training activities provided by each member will ensure dissemination
through the industrial community, either directly by courses and by common research
projects, or by the formation of PhD and graduate students moving to industry after their
training.
In times of increasing information flood via new media it is especially important to filter the
relevant content of a comprehensive project as WISER and to present it attractively to both
the project partners and to a wider scientific community, end users as well as to the general
public. Therefore the aims of this workpackage are to establish different strategies of
communication and dissemination on two levels:
 Internally: tools and means for sharing and dissemination of information, storage of
data, facilitation of data exchange and communication
 Externally: tools and means for dissemination of the WISER objectives, results and
guidance methods for end users and for the public
Internal information sharing
Contact lists and email accounts: To facilitate internal communication flow contact lists
with all members of the different modules and work packages is established as well as
specific dedicated WISER email-accounts for groups, modules and work packages.
Templates: To standardise and harmonise the layout and therefore to support the corporate
identity of the project templates for PowerPoint presentations but also for reports and
deliverables were designed.
Intranet: To guarantee a simple and therefore effective data flow as well as to provide a data
exchange and storage facility an intranet platform for WISER partners was set up, using the
open source software OpenGoo.
Video conference tool: To save travelling costs and unnecessary CO2 emission a simple to
use but powerful video conference tool is offered to partners (Adobe Connect).

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Internal newsletter: To inform partners about ongoing activities apart from those mentioned
on the webpage an internal newsletter is distributed on a regular base.
End user involvement: To guarantee that the methods developed within WISER leave the
scientific circle and reach the final user of it, stakeholders and other end users were invited to
join the WISER consortium and to help achieving the needed goals.
The relevance for the end users
With a broad variety of tools ranging from a nowadays self-evident state-of-the-art website in
an attractive layout to different printed matters (flyer, biannual newsletter) the end users are
informed about the ongoing activities and WISER. The outcome of the project, namely tools,
methods and guidelines will be made accessible for the public through the website.
Channels of Communication
 Interpersonal communication is one of the fundamental underpinnings of society.
We can define communication, as Krauss and Morsella do, as the transfer of information.[1]
In this context, communication channels can be understood simply as the modes or pathways
through which two parties might communicate. As population grows and technology evolves,
these channels of communication change as well.[2] Many have observed that "the world is
getting smaller," referring not only to the ease of travel, but also to the ease of
communication around the globe. Unfortunately, however, just because communication is
easy to accomplish does not mean that it is done, or that the result is an increase in
understanding.
Thus, we must distinguish between communication channels and the people and messages
that use them. In intractable conflicts, communication problems can arise from poorly-
communicated ideas which result in misunderstandings and/or from poor channels of
communication. This essay is primarily concerned with the latter.
Communication in Conflict
Often, during a serious conflict, there is very little communication between the involved
parties and there is also little sharing of information, intents, and beliefs. The nature of
intractable conflict, by definition, precludes the possibility that people are actively seeking
reconciliation.
Prior to a conflict reaching that point, however, the parties might find themselves in a period
of increased tensions. There are two possible reactions to this situation.
 On the one hand, we might see actors increase communication in an attempt to
prevent the outbreak of hostility. The July Crisis prior to World War I and the Cuban
Missile Crisis are examples of this. In the July Crisis, structural barriers in the form of
rigid alliances prevented the resolution of the underlying conflict.[3] In the Cuban
Missile Crisis, limited channels of communication hampered efforts to resolve the
conflict peacefully.[4] In both cases one can see leaders using available technology to
increase communication during the crisis, and in the latter case, the crisis was
successfully de-escalated and averted before catastrophe, while in the first situation,
the de-escalation failed..
 On the other hand, communication channels between actors may degrade during the
crisis, increasing the likelihood of further escalation and possibly violence. If actors
ignore available channels of communication, withhold information, or use
increasingly divisive forms of communication, communication channels will tend to
break down.[5] This was the case with Japan and the United States prior to Pearl
Harbor.  The difficulty in this situation is that one party intended hostility, regardless
of the diplomatic efforts undertaken.  Such appears to also be the case (at least at
times) between both North Korea and Iran in their communications with the United
States.  In both of these cases, each side (the US included) seems to alternate between

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 no communication, hostile communication, and then more conciliatory
communication. 
In either case -- when communication increases or when communication decreases duringa
crisis -- once hostility becomes entrenched, channels of communication will degrade quickly,
and may stop altogether, further increasing the potential for disaster.

These patterns also take place between individuals, as well as between nation states. When
angry spouses, siblings, or co-workers see a conflict arising, they can break off
communication long enough to cool down and try again--or they might break it off for as
long as possible, therefore avoiding the conflict --and the relationship--altogether.  Or they
may increase the hostility of the communication--spewing accusations, and threats, which
usually results in a return of the same and the worsening of the conflict and the relationship.
A better approach is to recognize that the communication has deteriorated, and make efforts
to remedy the situation.
Re-Establishing Good Communication
One of the first goals in ameliorating intractable conflicts is to reestablish channels of
communication. Following the Cuban Missile Crisis the leaders of the United States and the
Soviet Union established direct links so that future crises could be better managed.
Indivisuals can do this too.  They can make an agreement that if one is frustrated with the
behavior of another, they talk about it respectfully, but soon, before frustration and anger gets
out of hand.  They can use good communication skills such as I-messages and empathic
listening to try to get to the bottom of the problem, and to sort out any misunderstandings that
might have driven the conflict--and emotions--higher. 
The Cold War held the threat of human annihilation and thus required channels of
communication between bitter enemies. Though other conflicts may not threaten human
extinction, they may threaten that for a large population in any particular region, or for a
company, or a relationship. Thus the importance of re-opening communication is very high in
other conflicts as well.
When the disputants cannot talk effectively one-on-one, third parties are often effective at
reestablishing channels of communication -- they may, at times, become THE channel of
communication between parties exploring reconciliation. A third party can carry messages
back and forth, and explore ideas for settlement that the two parties could not discuss face-to-
face. Third parties have the added benefit of being able to manage the conversation such that
intent and meaning can be communicated without hostile interpretations.
Strategies
• Recognizing own limitations

 • Referral to specialists
• Utilizing techniques and aids
• Providing written drafts
• Verbal and nonverbal communication

2.2 Channels of
communication are established and reviewed regularly
Communication channels are the means through which people in an organization
communicate. Thought must be given to what channels are used to complete various tasks,
because using an inappropriate channel for a task or interaction can lead to negative
consequences. Complex messages require richer channels of communication that facilitate
interaction to ensure clarity.

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 Face-to-Face
Face-to-face or personal communication is one of the richest channels of communication that
can be used within an organization. Physical presence, the tone of the speaker's voice and
facial expressions help recipients of a message interpret that message as the speaker intends.
This is the best channel to use for complex or emotionally charged messages, because it
allows for interaction between speaker and recipients to clarify ambiguity. A speaker can
evaluate whether an audience has received his message as intended and ask or answer follow-
up questions.
Broadcast Media
TV, radio and loud speakers all fall within the broadcast media communication channel.
These types of media should be used when addressing a mass audience. Businesses seeking
to notify customers of a new product may advertise or do promotions using a broadcast
channel. Similarly, a CEO may do a global company address by having a television feed
broadcast across global sites. When a message intended for a mass audience can be enhanced
by being presented in a visual or auditory format, a broadcast channel should be used.
Mobile
A mobile communication channel should be used when a private or more complex message
needs to be relayed to an individual or small group. A mobile channel allows for an
interactive exchange and gives the recipient the added benefit of interpreting the speaker's
tone along with the message. Some within an organization may opt to use this channel versus
a face-to-face channel to save on the time and effort it would take to coordinate a face-to-face
meeting.
Electronic
Electronic communication channels encompass email, Internet, intranet and social media
platforms. This channel can be used for one-on-one, group or mass communication. It is a
less personal method of communication but more efficient. When using this channel, care
must be taken to craft messages with clarity and to avoid the use of sarcasm and innuendo
unless the message specifically calls for it.
Written
Written communication should be used when a message that does not require interaction
needs to be communicated to an employee or group. Policies, letters, memos, manuals,
notices and announcements are all messages that work well for this channel. Recipients may
follow up through an electronic or face-to-face channel if questions arise about a written
message.
Introduction
In an organization, information flows forward, backwards and sideways. This information flow is
referred to as communication. Communication channels refer to the way this information flows within
the organization and with other organizations.
In this web known as communication, a manager becomes a link. Decisions and directions flow
upwards or downwards or sideways depending on the position of the manager in the communication
web.
For example, reports from lower level manager will flow upwards. A good manager has to inspire,
steer and organize his employees efficiently, and for all this, the tools in his possession are spoken
and written words.
For the flow of information and for a manager to handle his employees, it is important for an effectual
communication channel to be in place.
The Working of a Communication Channel
Through a modem of communication, be it face-to-face conversations or an inter-department memo,
information is transmitted from a manager to a subordinate or vice versa.

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An important element of the communication process is the feedback mechanism between the
management and employees.
In this mechanism, employees inform managers that they have understood the task at hand while
managers provide employees with comments and directions on employee's work.
Importance of a Communication Channel
A breakdown in the communication channel leads to an inefficient flow of information. Employees
are unaware of what the company expects of them. They are uninformed of what is going on in the
company.
This will cause them to become suspicious of motives and any changes in the company. Also without
effective communication, employees become department minded rather than company minded, and
this affects their decision making and productivity in the workplace.
Eventually, this harms the overall organizational objectives as well. Hence, in order for an
organization to be run effectively, a good manager should be able to communicate to his/her
employees what is expected of them, make sure they are fully aware of company policies and any
upcoming changes.
Therefore, an effective communication channel should be implemented by managers to optimize
worker productivity to ensure the smooth running of the organization.
Types of Communication Channels
The number of communication channels available to a manager has increased over the last 20 odd
years. Video conferencing, mobile technology, electronic bulletin boards and fax machines are some
of the new possibilities.
As organizations grow in size, managers cannot rely on face-to-face communication alone to get their
message across.
A challenge the managers face today is to determine what type of communication channel should they
opt for in order to carryout effective communication.
In order to make a manager's task easier, the types of communication channels are grouped into three
main groups: formal, informal and unofficial.

Formal Communication Channels

 A formal communication channel transmits information such as the goals, policies and
procedures of an organization. Messages in this type of communication channel follow a chain
of command. This means information flows from a manager to his subordinates and they in
turn pass on the information to the next level of staff.
 An example of a formal communication channel is a company's newsletter, which gives
employees as well as the clients a clear idea of a company's goals and vision. It also includes
the transfer of information with regard to memoranda, reports, directions, and scheduled
meetings in the chain of command.

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  A business plan, customer satisfaction survey, annual reports, employer's manual, review
meetings are all formal communication channels.
Informal Communication Channels
 Within a formal working environment, there always exists an informal communication
network. The strict hierarchical web of communication cannot function efficiently on its own
and hence there exists a communication channel outside of this web. While this type of
communication channel may disrupt the chain of command, a good manager needs to find the
fine balance between the formal and informal communication channel.
 An example of an informal communication channel is lunchtime at the organization's
cafeteria/canteen. Here, in a relaxed atmosphere, discussions among employees are
encouraged. Also managers walking around, adopting a hands-on approach to handling
employee queries is an example of an informal communication channel.
 Quality circles, team work, different training programs are outside of the chain of command
and so, fall under the category of informal communication channels.
Unofficial Communication Channels
 Good managers will recognize the fact that sometimes communication that takes place within
an organization is interpersonal. While minutes of a meeting may be a topic of discussion
among employees, sports, politics and TV shows also share the floor.
 The unofficial communication channel in an organization is the organization's 'grapevine.' It is
through the grapevine that rumors circulate. Also those engaging in 'grapevine' discussions
often form groups, which translate into friendships outside of the organization. While the
grapevine may have positive implications, more often than not information circulating in the
grapevine is exaggerated and may cause unnecessary alarm to employees. A good manager
should be privy to information circulating in this unofficial communication channel and
should take positive measures to prevent the flow of false information.
 An example of an unofficial communication channel is social gatherings among employees.
Conclusion
In any organization, three types of communication channels exist: formal, informal and unofficial.
While the ideal communication web is a formal structure in which informal communication can take
place, unofficial communication channels also exist in an organization.
Through these various channels, it is important for a manager to get his/her ideas across and then
listen, absorb, glean and further communicate to employees.

2.3 Coaching in effective communication is provided

Coaching Defined
Coaching is a question-basedenlightening, inspirational and →energizing process by a coach
to orient a player to the realities of a situation and
to help the player
The Goal of Coaching
The goal of a coach is to bring out the possibilities in a player. Coaching is to guide vision,
urge excellence, and empower the one being coached – the player – through establishing a
firmer connection with his or her inner authority.
If you manage people, you should understand the importance of effective coaching. How
someone is managed can have an enormous impact on their effectiveness and productivity,
and thus impact the productivity of the entire team. To make sure you're coaching your staff
in the way that works best for them - and helps them work their best for you - read the 10 tips
outlined below
1. Ensure you fully understand what coaching is.
Many managers make incorrect assumptions about coaching. It's important that a manager
uses a clear and consistent coaching model, and understands the "why" - to enhance staff

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engagement and performance - as well as the "how" - using a collaborative dialogue model of
engagement. The manager should be able to distinguish between 'bossing', coaching,
counselling, training, and therapy.
2. Check your perspective on people.
A manager who sees people's potential is far better at coaching them towards it. A manager
that judges people based on past and current performance, or believes that people are
inherently limited, will not make a strong effort to engage staff for optimal performance. An
engaged, well-coached employee will out-perform one who is being mismanaged by a weak
boss.
3. Learn and practice an Effective Coaching Model.
It's crucial that you start with a coaching model that is research-based and proven. That being
said, there is a difference between taking a two-day seminar on coaching, and actually
developing coaching skills. The course is an event, but the other is a process. Just as getting
into (and staying in) shape requires consistent workouts rather than just one visit to the
"fitness bootcamp" class, becoming a great coach isn't a quick fix. After acquiring the
coaching knowledge, it's important to engage in continuous application. Partner with an
organization that offers ongoing follow-up options. (See RealTime Coaching™ for more
information on a proven, research-based model.)
4. Engage your Boss.
Sometimes a lack of engagement or support from senior management can be a real coaching
roadblock. Present a case for the economic benefits of coaching, and make sure that they can
see the ROI involved. With engagement at all levels of the organization, investment in a
coaching culture will achieve greater traction and superior results.
5. Understand and value personality differences.
When coaching staff, be aware that each person has different motivators and communication
styles. Learn the styles of your team in order to adapt your communication to the listener for
increased impact. If someone is slower to speak and respond, for example, allow them time to
think and process rather than interrupting with 'helpful' suggestions. Effective coaching
adapts to the unique style and needs of the person being coached.
6. Prioritize your time - Stay focused.
Coaching can happen in different ways with different needs and circumstances. At times,
there will be "mini" coaching opportunities that shouldn't be missed. On other occasions,
longer or more intensive coaching sessions are called for. Plan your coaching times and know
when enough is enough. Keep the session focused on arriving at a solution within the
timeframe allowed - avoid endless verbalization about the problem, and coach to a resolution.
7. Stop putting out fires.
A manager who regularly steps in to solve staff's problems isn't doing them (or himself) any
favors. He's only training them to bring him the problems, rather than solving them. Coach
your staff to develop their confidence and problem-solving ability. This alone will increase
organizational efficiency. Sometimes the simple question, "What can you do about it?" will
help to uncover a solution.
8. Seek regular feedback.
To support your continued growth, make sure that you get regular feedback. Awareness of
where and how you are succeeding (and not) will assist you in making the changes you need
for sustained improvement. This is an area where 360 Feedback is often helpful.
9. Listen, listen, listen.
One of the greatest skills a coach/manager must practice is active listening. Fully deploy
listening skills with an open mind in order to ask more effective questions of the coachee, and
get to the heart of an issue to assist them in finding a solution.
10. Keep growing and developing.

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The rate of change in the world today means that every year, more and more of what we've
previously learned becomes obsolete. Keep up-to-date with the latest research and
development in the field.  Attend coaching conferences, watch webcasts, subscribe to
literature and web feeds.
Benefits of Coaching
"Coaching brings more humanity into the workplace," says  Myles Downey7. "Effective
coaching in the workplace delivers achievement, fulfillment and joy from which both the
individual and organization benefit:"
1. Achievement means "the delivery extraordinary results, organizational and individual
goals achieved, strategies, project and plans executed. It suggests effectiveness,
creativity, and innovation. Effective coaching delivers achievement, which is
sustainable. Because of the emphasis on learning and because the confidence of the
player (the coachee) is enhanced ('I worked it out for myself!') the increase in
performance is typically sustained for a longer period and will impact on areas that
were not directly the subject of coaching."7
2. Fulfillment includes learning and development. "To achieve the business result is one
thing, to achieve it in a way in which a player learns and develops as part of the
process has a greater value - to the player, the coach (the line-manager) and the
organization, for it is the capacity to learn that ensures an organization's
survival."7Fulfillment also includes the notion that individuals through coaching begin
to identify goals that are intrinsically rewarding. "With fulfillment comes an increase
in motivation. That the coach respects the player his ideas and opinions, that the
player is doing his work in his own way, that he is pursuing his own goals and is
responsible - all this makes for a player who is inspired and committed. In this way
more of the energy, intelligence and imagination of each individual is brought to the
service of the organization."7
3. Joy. Enjoyment ensues when people are achieving their meaningful stretch goals and
when learning and developing is part of the process.

2.4 Work related network and relationship are maintained as necessary

Workplace relationships are unique interpersonal relationships with important implications

for the individuals in those relationships, and the organizations in which the relationships
exist and develop.
Studies show that workplace relationships directly affect a worker's ability to succeed.
Because workers are spending on average 50 hours a week in the workplace, these long work
hours are resulting in the formation of workplace friendships. These connections can be both
positive, and have the potential to become harmful. Since these relationships are becoming
more common this page will briefly overview relationships in the workplace.
Contents
Workplace friendships
Friendship has been defined as a "voluntary interdependence between two persons over time
that is intended to facilitate social-emotional goals of the participants, and may involve
varying types and degrees of companionship, intimacy, affection and mutual assistance".
[2]
According to Lee and Park,[2] friendships that develop in the workplace called blended
friendships.
Gordon and Hartman [3] reported that people spend approximately 50 hours per week in the
workplace. Because so much time is spent at work, people often develop friendships within
the workplace. Individuals are more likely to have more workplace friendships than any other
kind of relationship in the workplace (ex: boss-subordinate, mentor-protégé).[4]

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Blended friendships can have a positive impact on an employee's productivity. Workplace
friendships lead to more cohesive work groups, more satisfied and committed employees,
greater productivity, greater goal attainment, increased positive feelings about the
organization, can make both good and bad jobs better, and are a factor in preventing
employee turnover and employee desire to leave the company.[3] However, although
workplace friendships tend to have a positive impact on the employee's overall production
and attitude toward the job, they can also lead to competition, envy, gossip, and distraction
from work related activities because there is a more tightly webbed emotional, and
occasionally physical, connection that goes beyond a typical co-worker relationship.[3]).
Boss subordinate relationships
The Hawthorne effect grew out of a series of studies. The theory states that participants will
act and react in different manners because they are aware they are being watched.
Specifically in McGregor's X and Y theory states that the manager's approach effects the
outcome of the worker. "If you give your employees even a little attention, they will equate
that attention to "special" treatment that is different from the treatment that others receive." [5]
The basic understanding to boss subordinate relationships lies in the foundation that the
habits of the managers hold the power to create productive or counterproductive
environments[6] Kohn and O'Connell point out 6 major habits of highly effective bosses.
Habit #3 Following ‘Golden Rule’. This habit is fundamental in many relationships stating
that you should treat others as you wish to be treated. If workers know that their bosses are
treating them with the same respect and dignity then they feel less of a condescending
subordinate relationship. Habit #4 Maintaining Proper Boundaries. The key to this habit is
judgement and self-control. When speaking of this habit Kohn and O'Connell go beyond the
obvious inappropriate manners and into those "grey" areas that actually leave some
boundaries blurred.
Another theory that explains boss-subordinate relationships is Workplace Relationship
Quality and Employee Information Experiences,. [1] This study was conducted by Patricia
Sias, and points out the theory of Leader-Membership. This theory is believed to be the most
widely accepted theory regarding superior-subordinate relationships The main point being
that employees with the best access to information are the most likely to succeed. [1]
Furthermore, employees with a higher quality relationship with their supervisor have more
access to such information and will be more likely to succeed in the workplace.
Romantic workplace relationships involves the degree of intimacy between coworkers. These
connections can be categorized into three different classifications: romantic partnership,
sexual partnership, and combination partnership. Romantic partnerships involve a strong
emotional attachment and close connection between partners without sexual relations. Sexual
partnerships involve a partnership with no intimate connection, strictly a physical, sexual
relationship. Combination partnerships involve a combination of both sexual and romantic
relations amongst individuals.[7]
Romantic workplace relationships play a complicated role for those involved in the
relationship and employees working with the partners. They have been known to create
polarization in the workplace, employee distraction, and feelings of awkwardness among
other employees.[8] Those involved; however, have had results positive results in the work
place of increased performance, higher motivation, and overall job satisfaction.[9]
Identify workplace networks and use them to help build relationships
What is a network?
A network includes a group of people who cooperate with each other. This implies people
working closely together and with some crossover or connection in their purpose.

Consider whether the following constitute a network:

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  work team
 regional meeting of staff in the same profession
 union meeting at workplace
 two staff members organising a colleague’s farewell.
The importance of networking
Networking is about recognising and taking advantage of valuable relationships to get things
done and to achieve a goal.
It also involves working closely with other workers to be aware of potential and future needs
or problems and devising strategies to address them.
Networking is also related to participation. Through the process of participation in issues in
the workplace (people in the workplace joining together to discuss concerns and have a say in
developing solutions), relationships and networks are established between people and
workers in the organisation (or even in the community if your organisation provides services
to the community). Networks potentially build a sense of common destiny and support. Thus,
they help to empower individuals and strengthen the work team and the organisation itself.
Workers network to:
 achieve outcomes
 establish credibility with relevant service providers
 advocate about issues
 maintain contact with other professionals
 debrief about issues
 have access to information about what other organisations are doing, especially those
providing similar services
 provide information about your own service and organisation
 work collaboratively to better meet the needs of clients
 establish new contacts who you may work with in the future
 learn about the role, services and resources of other organisations
 support joint programs or activities
 provide information for policy development.
Identifying work-related networks
Networking can occur on a formal or informal basis.
Formal networks
Formal networks involve structured meetings or processes.
Think of some of the formal networks you will encounter in your work.
An example of a formal network is your work team. For example:
If you work in the sterilisation unit, your work team would be responsible for ensuring that
the surgical instruments that come out of an operating theatre are logged, washed, disinfected,
sterilised, packaged, logged again and stored.
Your network, in this work situation, would include your supervisor (or team leader) and
your colleagues.
Here is another example of a formal network:
A small hospital has been having temporary problems implementing best practice standards
in cleaning, disinfection and sterilisation—due to a break-down in equipment.
The head of the sterilising services unit attend a meeting with the manager of a larger unit in
a regional hospital to discuss out-sourcing of work (to the larger unit).
Informal networks
These networks may be internal or external networks.
They are the relationships you develop and build up over time with and colleagues. These
networks carry lots of information in the form of facts, gossip and rumour about issues

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affecting your work—such as government policy initiatives, local developments or changes
in services.
Skills and attitudes for participating in networks
Professionalism
When you are participating in a network, whether it is formal or informal, external or
internal, you need to be mindful that you are a professional worker representing your
organisation. You are ‘the face’ of the organisation and your conduct, the impression you
make, the information you provide and the message you communicate needs to be clear and
appropriate.
Activity 1
Suppose you work in a hospital sterilising services unit and will be attending a refresher
course on radiation sterilisation with other regional technology workers from other hospitals.
What are the main protocol (a set of rules and procedures) you think you would need to
adhere to?
Skills to network effectively — problem solving
Have a look at the scenario below.
Suppose you work for in the sterilisation services unit of a hospital. There have been major
concerns about the standards of practice and quality control in sterilisation services at a
national level. Failure to implement best practice standards and quality control has serious
implications for transmission of infections to patients and there is also the risk to the
community in general. There has been a number of media reports of patients infected while in
a number of hospitals in the nation.
Management is concerned about poor workflow and inadequately-trained sterilisation
services staff and has decided to set up committees to find solutions to these problems. You
are part of a small committee comprising sterilisation technology workers and your team’s
task is to suggest ways to solve the workflow problem among sterilisation services
technology workers.
How do you go about solving the problem?
Identify the problem
First find out what precisely is the problem. For instance, could it be that staff are not familiar
with work practices? Or do staff know what to do but have been taking ‘short-cuts’ as they
under a lot of pressure to complete daily work targets? Do individual staff feel overworked?
Do they feel unsupported?
Problem solving skills are essential to the networking process, as we need to be able to
accurately identify problems so that we can assist our colleagues or work team. If you are
going to suggest that certain training (or services) may help your work team, for instance, you
need to be sure about what the problem or issue is in the first place. The following steps
outline a problem solving process to follow.
Collect data
To accurately identify and define the problem, we need to collect data (or information) about
the problem. This will primarily be collected by talking to your colleagues about their
situation and gaining an understanding of their perception of their problem (or problems).
Good interpersonal communication skills are integral to this process too. You would want
your colleagues to be as objective as possible about their perception of the problem. This can
be quite challenging if you do not know your colleagues well, you do not have a trusting
relationship with them.
Basic information will need to be collected, such as the person’s name (if they feel
comfortable telling you that) and where they live. How much information you collect
depends on the complexity of the problem and the person’s willingness to share information

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with you. You should only collect information that is relevant to the issue, otherwise you may
appear to be ‘stickybeaking’.
Note: We always need to respect when people are unwilling to share information with us.
You need to make clear the purpose of collecting the information, how the information will
be used and how confidentiality will be maintained.
Assess the data for relevance or importance
Depending on the complexity of the situation, there may be many issues that are of concern
to the colleagues you talk to. However, you need to help them decide on their most important
priority. You need to have a starting point.
It may help to ask questions such as:
 What are your main concerns right now?
 What kind of help do you need right now to help you complete your work tasks?
You also need to identify the people involved and their needs and concerns.
Identify and assess potential solutions
One you have gathered relevant information and analysed the needs and concerns of the
people involved, the next step is working out the possible solutions and which solution is the
most appropriate one.
This step will utilise your knowledge of what services are available in the community and
also requires research skills. Further on in this topic, you will learn about different ways to
find out what is available.
Identify additional information required
You may find in the course of the discussion with your colleagues that additional information
is required in order to determine the best possible solutions.
Sharing the information
The final step is to decide how to present your work team’s suggestions for solutions to
management.
Gathering information
Suppose you had to gather data about the Australian standards that your unit has to comply
with.
We have acknowledged that gathering information is an essential aspect of networking. There
are different ways to gather information which we are going to explore. These include:
 using the telephone book
 using the telephone
 approaching people personally
 writing letters
 accessing the Internet
 using a library
 asking friends and colleagues
 using a resource folder or contacts list.
Writing letters
Suppose you are writing to inform small hospitals and clinics about what your service has to
offer. You will need to be professional and impressive so you get lots of responses.
Letter writing is also an important networking skill. Sometimes a letter is the first
communication or contact point in a relationship with your colleagues, so you need to give
the right impression. You may use letters to gain access for your client to important services
that they require or are entitled to.
One of the difficult tasks that faces most workers when they sit down to write a letter is that
they have to decide what information to include and what to leave out. Often clients will tell
you a whole lot of details about their lives, feelings, impressions and thoughts. The best way

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to decide what to include in a letter is to think about the purpose of the letter (what you want
to achieve) and only include information that is relevant to that purpose.
Activity 2: Introduction to networking skills
Now list what you think are some of the specific skills you need to network effectively.
Recognise the value of networks and other work relationships in providing benefits for
the team and the organisation
The workplace is a ‘social system’. It is a myriad of networks and relationships (system)
between people (social). As in any other system, there are dependent and interdependent
relationships.
If the workplace is a ‘social’ system, then relationships at work seem to be a very natural
outcome from the ‘intent’ of this social system. Look for a moment at the aspect of support
coming from relationships at work; support in the form of resources including other people’s
experiences, allies for your point of view, loyalty and standing up for others during conflict.
Working together
Emerging from team or group work is an inclination for individuals to collaborate, rather than
work alone. Collaboration is a term you may have heard of before. Put simply, collaboration
is working with other individuals or groups to achieve an outcome. Organisations in Australia
seem to be more inclined in the modern era to encourage collaborative relationships through
team structures than ever before.
When people work effectively with each other they are more motivated in their roles and are
more likely to work collaboratively with others. An off-shoot to the activity of collaboration
is relationship building or networking. Many organisations actively encourage positive
relationship building within teams and across the organisation (eg through sports clubs,
morning teas).
Activity 3: Identifying relevant networks
Identify the networks you are familiar with in your workplace. Provide examples and
explain whether they benefit the team and organisation.
2.5 Negotiation and conflict resolution strategies are used where required
Conflict
Conflict is inevitable; Conflict develops because we are dealing with peoples lives, jobs,
children, pride, self-concept, ego and sense of mission or purpose; Early indicators of
conflict can be recognized; There are strategies for resolution that are available and DO
work; Although inevitable, conflict can be minimized, diverted and/or resolved
Beginning of Conflict
Poor communication  Needs or wants are not being met Seeking power  Values are being
tested Dissatisfaction with  Perceptions are being management style questioned Weak
leadership  Assumptions are being made Lack of openness  Knowledge is minimal Change
in leadership  Expectations are too high/too low  Personality, race, or gender differences are
present
Conflict Indicators Body language  Conflicts in value system Disagreements,  Desire for
power regardless of issue  Increasing lack of respect Open disagreement Withholding bad 
Lack of candor on budget news problems or other Surprises sensitive issues  Lack of clear
goals Strong public  No discussion of statements progress, failure relative Airing
disagreements to goals, failure to through media evaluate the superintendent fairly,
thoroughly or at all
Conflict is destructive when it:
 Takes attention away from other important activities
 Undermines morale or self-concept Polarizes people and groups, reducing
cooperation

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  Increases or sharpens difference
 Leads to irresponsible and harmful behavior, such as fighting, name-calling
Conflict is constructive when it:
 Results in clarification of important problems and issues
 Results in solutions to problems
 Involves people in resolving issues important to them
 Causes authentic communication
 Helps release emotion, anxiety, and stress Builds cooperation among people through
learning more about each other;
 joining in resolving the conflict
 Helps individuals develop understanding and skills

Course Introduction
Negotiation refers to the process of interacting in order to advance individual interests
through joint action.  Contrary to what you might think, negotiations are not confined to the
professional world; we often negotiate in our personal lives.  The principles that guide
successful negotiations in world politics are equally important in the business world as well
as our personal lives.  In fact, almost every transaction with another individual involves
negotiation.  As you will learn in this course, negotiation, conflict resolution, and relationship
management are complex processes.  Successful practitioners possess and apply a blend of
perceptual, persuasive, analytical, and interpersonal skills that you will examine carefully in
this course.
In the ever-changing environment of modern business, firms start and grow by virtue of
successful negotiations and by developing long-term relationships among two, three, or more
parties involved, either directly or indirectly, in various business processes.  By the same
token, such relationships can break down due to ineffective negotiating behavior and conflict
management approaches.  Such breakdowns can also occur because of misunderstandings and
misperceptions of the other parties' positions and interests.
Negotiations (also referred to as "bargaining”) take place in a range of contexts.  While the
objectives of this course focus on business negotiations, you will learn that negotiation
principles apply to a vast and diverse range of personal, business, and public situations. You
could find yourself negotiating a weekend curfew with your teenager or perhaps a new home
purchase.  In business you might negotiate a purchasing contract with a supplier, a new
project with employees, or a merger between two major corporations. In the public sector,
you might find yourself in the middle of a negotiation on anything from a new school board
policy, the content of a new bill with your Congressional representative, or an international
trade agreement with China.  Regardless of the context, the basic principles of negotiation are
the same.  Whether you are involved in a friendly exchange or a high-stakes conflict
resolution, you are essentially in a two-way communication for the purpose of reaching an
agreement.  The same skills that diplomats use to negotiate international peace agreements
will help you become a more effective business negotiator.
2.6 Communication with clients and colleagues is appropriate to individual needs and
organizational objectivesBeing able to communicate effectively with clients is easily one of
the most important aspects of being a web designer. The communication process starts
immediately as you’ll need to learn what the client wants and expects from you, and as you
get to know more about their business. The need for communication will continue through
every phase of the design process as you and the client work together to create a site that will
be effective for the business. After the design is completed, it’s likely that you’ll provide

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some customer support at least occasionally, so the need for good communication will always
exist.
In this article we’ll take a detailed look at the topic of communicating with clients. Many of
the tips that are mentioned can apply to communication in general, but the article comes
specifically from the perspective of a designer/client relationship.
Being able to communicate effectively with clients is easily one of the most important aspects
of being a web designer. The communication process starts immediately as you’ll need to
learn what the client wants and expects from you, and as you get to know more about their
business. The need for communication will continue through every phase of the design
process as you and the client work together to create a site that will be effective for the
business. After the design is completed, it’s likely that you’ll provide some customer support
at least occasionally, so the need for good communication will always exist.
In this article we’ll take a detailed look at the topic of communicating with clients. Many of
the tips that are mentioned can apply to communication in general, but the article comes
specifically from the perspective of a designer/client relationship.
1. Start with a Solid Foundation
Communication is of critical importance during the early stages of the client process. At this
time you will need to get to know the client’s business as well as possible. You’ll want to
understand the products and services that they offer, their corporate culture, and what makes
them unique to their customers. Additionally, you should get a solid understanding of their
customers and what they will be looking for when they arrive at the website. It’s also
important to understand the client’s specific goals for the website, what they wish to improve
(if it’s a re-design) and what they need to get out of the site.
By taking the time up front to communicate with the client and to build this solid foundation
for the project you can save time and avoid miscommunication later. It’s a good idea to have
some sort of intake process that you go through with clients to get through this stage, it can
help to make sure that you don’t miss out on any important points.
Some clients may be hesitant to dedicate much time before the project begins for this type of
communication. When that is the case it can be helpful to explain that all of this is important
in order for you to give them a website that will truly work for their business and for their
customers. Emphasize that taking this time up front can help to make the process smoother
and quicker, and to avoid costly mistakes.
2. Have a Method or a System
In the previous point I mentioned that it is a good idea to have a standard process for client
intake. In addition, it’s also helpful to have a method or system for client communication
beyond that point. If you are just responding to emails or phone calls as they come in with no
records or organization, chances are you could benefit from putting a system in place.
If you’re working with several clients at one time it can be very challenging to remember
exactly what was said by which client and what was done at different points. There is no right
or wrong method, but you could consider using a resource that is intended for customer
service (see our post 12 CRM Options for Freelancers), or you could develop your own
system and processes to keep track of communication. At a very minimum you should have
folders in your email to keep track of messages from and to specific clients.
Without a system you will probably find yourself scrambling to find out what was said about
different aspects of the project. Having a record is always good because it will avoid the need
to go back to the client when it’s not necessary and it will also help to protect you in
case there is some type of dispute down the road.
3. Do More Listening Than Talking
The client’s website is all about them, their business, and their customers. For this reason it is
important to emphasize the need to listen and let them provide you with the information that

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will help you to do the best job possible. Of course there will be plenty of times where the
clients should be doing the listening, but especially during the initial stages when you are just
getting to know about their business, be sure to place the most value in listening to what they
have to say.
4. Don’t Be Afraid to Ask Questions
Misunderstandings will always lead to wasted time, so don’t be afraid to ask the client
questions that will help you to get on the same page and to design something that will work
for them. Your customers are busy, just like you are, so they may be in a hurry when you are
talking to them, but don’t let that discourage you from getting the information that will help
you to do your job for them.
Many clients won’t give a lot of information to you about their business or their customers
unless you ask because they may not see the need for you to fully understand their business.
Those clients who don’t have a good understanding of what is involved in creating a
successful website will often think that a skilled designer can just pick up a new project and
create something special without really taking the customer’s specific situation into
consideration. In most cases they just don’t stop to think about all of the communication that
is needed, so you may have to be proactive and ask a number of questions.
5. Be Patient with Your Explanations
The typical client does not have a great understanding of websites or design, and that is why
they are hiring you. As you are explaining things to them throughout the process, be patient
and remember that this is probably not an aspect of their business that they are very
comfortable with. Clients appreciate designers who show patience and a willingness to
explain things in a way that they can understand, without putting them down.
6. Explain Your Reasons and Thought Processes
As you give your opinions throughout the process it is important that you also explain to the
client why you are giving that advice. Clients will often want you to do something that you
don’t think is a good idea. When those situations arise, rather than just doing it the way they
want or doing it your way with no explanation, take the time to demonstrate to them why you
think it is important and what the potential impacts can be.
Clients will typically see things as they appear on the surface, but from your experience you
may know that there is more to be considered in the situation. When this is the case you need
to explain to the client the other factors that are involved and why you feel a certain way.
7. Give Advice When Needed
Designers really are consultants to clients as well. Clients (at least most of them) know that
you have more expertise in the area than they do and they’ll trust that you are interested in
doing what is best for them and their business. There will be situations where you will need
to be willing to give them advice on a particular decision that needs to be made, or situations
where you should add some of your own ideas for making the project better.
Some clients know what they want and as a designer it can be easy to get caught up in giving
them what they want, without giving much thought to ways that it could be improved. Don’t
be afraid to advise clients based on your professional experience. Most clients will respect
your opinions and appreciate that you are looking out for their best interests.
8. Avoid Jargon
One of the biggest frustrations for clients is when designers talk to them with terms and
phrases that they don’t understand. Although you are working online all the time and you
probably communicate with other designers and developers a lot, keep in mind that your
clients will not have the same experience, so you should avoid using terms that they are
unlikely to understand (or at least explain what they mean).
As you work with clients you will get a better understanding for how tech savvy they are, and
you can adjust your communication accordingly. Some clients will have a very good

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understanding and will be able to communicate without the need to explain everything, and
others will have very little knowledge or experience related to the internet and web design.
9. Avoid Assumptions
Assuming that the client understands certain things or that they want something a particular
way can lead to miscommuniation. If you’re unsure about something, take a minute and ask
the client rather than assuming and causing a lot of work that needs to be re-done later.
10. Use Examples When Possible
One thing that can really help your communication, particularly when you are explaining
things to clients or giving them choices, is to use real-world examples. Explaining options
over the phone or through email can be challenging, and at times ineffective. By using
examples to help, you can make things more clear for clients and get more accurate response
and avoid misunderstanding.
An example of this would be if you are talking to a client about the type of navigation menu
they would like to use on their site. Rather than trying to explain the differences you could
provide them with URLs of a few sites with various styles so they could see it in a real-world
situation.
11. Make Your Communication Count
Because your clients are busy, most of them will not want to be constantly receiving emails
or phone calls about the project. One of the lessons I’ve learned from my experience is to
make the communication count. Try to put your questions together in one email rather than
sending 4 different emails in one morning with one question each. Additionally, make an
effort to be as clear as possible when you communicate so there is no need to go back and
forth several times just to understand the issue at hand.
Because clients value their own time, they will appreciate if you maximize the time that you
have in communication and if it requires them to respond to less emails or take less phone
calls. This also goes back to the need for good organization and having a system to keep tabs
on the communication. If you forget what a client told you, you can either go back through
your records to find out yourself or you can contact them to ask again. Of course, it’s
preferable to not have to go back to the client when it’s not necessary.
12. Put it in Writing
One of the reasons that email communication is effective is because it gives you and the
client a record of what has been said. There may be times where it is necessary for customer
service or for legal purposes to have a record of what was said, by whom, and when. Aside
from email, other types of CRM tools can also help for record keeping.
For situations where you are talking to clients on the phone, it’s a good practice to type notes
after you get off the phone to summarize what was discussed, and of course you will want to
include the date and the names of the specific people that you spoke to. While you may not
be able to prove that what is in your notes was actually discussed, it is still better than not
having record at all, and it can be just as effective when you need to go back through the
records for your own purposes. Another option is to send a summary of the conversation to
your clients by email. This may be overkill for short calls just to discuss one point, but it
could be helpful with longer, more detailed calls, and it could also help clients to have an
account of the conversation for themselves.
13. Keep it Professional
While you are communicating with clients, whether it be face-to-face, telephone, or email,
always stay professional. Clients are paying for your services and they will expect you to
conduct your business in a professional manner, so avoid things that could cause them to see
you differently. That’s not to say that you can’t get to know your clients on a more personal
level, but remember that what you say and write can impact you designer/client relationship.

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