SHARMAS COMMUNICATION SKILLS,

Common Roadblocks to Communication

Communication roadblocks are an inevitable aspect of every workplace. These
roadblocks distort the normal flow of communication. The factors distorting the clarity
of a communication are called ‘noise’. Noise can occur at any stage in the
communication process. We should realize the importance of understanding
the interpersonal communication process at the workplace, focusing on:

- Communication Roadblocks
• The way minds work
• Sender’s behavior
• Receiver’s behavior

- How to overcome Communication Roadblocks by
• Listening
• Reading body language
• Speaking
• Skill Training

SHARMAS COMMUNICATION SKILLS,

 DEVELOPING ASSERTIVE COMMUNICATION

• Watch your body posture – practice using an open, assertive body language
and voice.
• Think before you speak. Take a few seconds to make sure you are conveying
the right message, and in the way you want to convey it.
• Don’t apologize if it’s not warranted.
• Remember it is ok to say “no”.
• Remember everyone is entitled to an opinion, and don’t try to convince others that

SHARMAS COMMUNICATION SKILLS,

Communication Styles

Every time we speak, s/he chooses and uses one of four basic communication
styles: assertive, aggressive, passive and passive-aggressive. .

1.Passive Style: 

Passive communication is based on compliance and hopes to avoid
confrontation at all costs. In this mode, people do not talk much, question even less,
and actually do very little. They usually have a low sense of self-esteem, and have a
difficult time recognizing their own needs and knowing how to meet them more
appropriately. They internalize discomfort rather than risk, upsetting others. This style
tends to result in a lose-win situation, and results in feelings of victimization, resentment,
and a loss of a sense of control.

2. Aggressive Style: 

Aggressive communication always involves manipulation.
If we are adopting the aggressive style create a win-lose situation. We use
intimidation and control to get our needs met, and they are disrespectful and hurtful to
others in communications. They have the underlying beliefs that power and control are
the only way to get needs met. They operate from a real sense of inadequacy and may
have a lack of empathy for others.

3. Passive-aggressive Style: 

Aggressive communication always involves
manipulation. A combination of styles, passive-aggressive avoids direct confrontation
(passive), but attempts to get even through manipulation (aggressive). The passiveaggressive
people incorporate elements of both of the previous styles. They try to use
procrastination, forgetfulness, and intentional inefficiency rather that being direct in
their communications with others. This style of communication often leads to office
politics and rumour-mongering.

4. Assertive Style: 

The most effective and healthiest form of communication is the
assertive style. It’s how people naturally express themselves when their self-esteem is
intact, giving them the confidence to communicate without games and manipulation.

The assertive people are direct with the goal of creating a win-win situation. They
operate from the belief that each person is responsible for solving his or her own
problems, and neither party in communication has to justify themselves to each other.
They take responsibility for their own decisions and actions.

Understanding the four basic types of communication will help us learn how to
react most effectively when confronted with a difficult person. It will also help them
recognize when they are using manipulative behavior to get their own needs met. They
should remember that they always have a choice as to which communication style to
use. If they are serious about taking control of their life, they should practice being
more assertive. It will help them diffuse anger, reduce guilt and build relationships -
both personally and professionally.

SHARMAS COMMUNICATION SKILLS,

WRITING

 Crisp and correct writing is essential to successful leadership communication.
When a letter, report, or program handout includes an error, readers are likely to remember
the error rather than the message. The following are some of the principles managers
must bear in mind while setting out to write.

• Proof-read aloud everything. By reading aloud, your ear will catch mistakes your
eye misses.
• Make no assumptions. The ideas you are presenting must be explained in full to
be understood. People read only what is on the page.
• Do not lecture. Write only what must be understood to make the proper decision or
choice.
• Rough draft all important letters and reports. Check them for content, sequential
development of ideas, and conciseness.
• Always put yourself in the “other person’s shoes” and ask yourself, “Would I want to
read this letter or report? Why? Does it say something of value and real importance
to me?”
• Many people are too busy to read carefully. Be sure your ideas are clear and easy to
follow. As a general rule, the most effective manner in which to develop an idea is:

Concept F Benefit Example F Data

This method leads your reader to the conclusion you want because the conclusion
is already clearly stated as the concept (hypothesis). Your examples and
data should support the conclusion you make.
• Define all “terms” and eliminate vague pronouns. These two traps cause more
problems in writing than any other set of conditions.
• Grammar, punctuation, and spelling should be perfect. Use a dictionary - either
a good unabridged volume or the “spelling checker” version on your computer.
• Plan your time to allow for proofreading and correcting. When your success
depends upon the quality of your letters and reports, there are no excuses for ineptitude.

SHARMAS COMMUNICATION SKILLS,

READING

 Good reading habits and strategies help us to handle our tasks more
efficiently. Kellie Fowler (Reading Strategies – Mind Tools) offers the following six reading
strategies to individuals for optimal results:

• Knowing what is needed to be known, and reading appropriately
• Knowing how deeply to read the document: skimming, scanning or studying
• Using active reading techniques to pick out key points and keeping the mind focused
on the material
• Using the table of contents for reading magazines and newspapers, and clipping
useful articles
• Understanding how to extract information from different article types
• Creating a table of contents for reviewing material
• Using indexes, tables of contents and glossaries to help assimilate technical
information

SHARMAS COMMUNICATION SKILLS,

SPEAKING

By age sixteen, Washington had copied out by hand, 110 Rules of Civility &
Decent Behavior in Company and Conversation. They are based on a set of rules
composed by French Jesuits in 1595. They all have in common a focus on other people
rather than the narrow focus of our own self-interests that we find so prevalent today. Fussy
or not, they represent more than just manners. These rules proclaim respect for others and
in turn give people the gift of self-respect and heightened self-esteem. When it concerns
the manners of speaking, the relevant rules of civility that can be drawn from Washington’s
book are:

• Be considerate of others. Do not embarrass others.
• Don’t draw attention to yourself.
• When you speak, be concise.
• When a person does try his/ her best and fails, do not criticize him/ her.
• When you must give advice or criticism, consider the timing, whether it should be
given in public or private, the manner and above all be gentle.
• Do not make fun of anything important to others.
• If you criticize someone else of something, make sure you are not guilty of it yourself.
Actions speak louder than words.
• Do not detract from others nor be overbearing in giving orders.
• Do not go where you are not wanted. Do not give unasked-for advice.
• Do not be quick to talk about something when you don’t have all the facts.
• Do not speak badly of those who are not present.
• Show interest in others conversation, but don’t talk with your mouth full.

While manners of speech matters a great deal in defining the workplace relationships, it is
also essential that managers keep in mind that the following ground rules while speaking
to their colleagues or subordinates.

• Keep the message clear
• Be prepared
• Keep the message simple
• Be vivid when delivering the message
• Be natural
• Keep the message concise

Active Listening

Active Listening

There are a few but effective techniques used in being an active listener. These include
verbal and non-verbal techniques. These techniques show others that people are paying
attention to them and are interested in what they are saying.

Non-verbal techniques include:

• good eye contact
• facial expressions
• body language
• silence
• touching

Verbal techniques include:

• I’m “listening” cues
• disclosures
• validating statements
• statements of support
• reflection/ mirroring statements

It is very important to use “I-Messages” in a support group to convey one’s feelings to
the entire group. If feelings are not expressed, they are often disguised behind the
group. “I-Messages” also provide a preventative focus in that they keep undesirable
behaviors in check or they can insure that some things don’t happen or get carried
away. The use of “I-Messages” may also provide a soft mechanism for confrontation
and correction in that “I” is perceived as being softer than “you”.

Most of the messages sent to people about their behavior are “you” messages —
messages that are directed at the person. These have a high probability of putting
people down, making them feel guilty, and making them resistant to change. An “IMessage”
allows a person who is affected by another’s behavior to express the impact
it is having on him or her. This leaves the responsibility for modifying the behavior with
the person who demonstrated the behavior.

Active Listening
1. Setting the stage
• Chosse an appropriate physical environment
• Remove distractions
• Be open and accessible
• Listen with empathy

2. Insuring mutual understanding
• Reflect feelings
• Paraphrase main ideas
• Interrupt to clarify
• Corfirm next steps

3. Understanding body language
• Observe position and posturing
• Make eye contact
• Consider expression and gestures

4. Suspending judgment
• Concentrate
• Keep an open mind
• Hear the person out
\
“I-Messages” build relationships and do not place the sender in the position of enforcing
a new behavior. Many people have been taught to avoid “I” (as in I want or I would like),
so it is often difficult to use this method.

• Four Parts of an “I-Message”
• Specific behavior (“When you . . .”)
• Resulting feeling (“It . . .”)
• Effect (“I feel . . .”)
• Resolution (“So, would you . . .”)

Examples :
• Part 1: “When you cut me off . . .”
• Part 2: “It hurts my feelings . . .”
• Part 3: “I feel as though you don’t value my opinion,”
• Part 4: “So, would you please hear me out.” Since communication is the
exchange of ideas or feelings from one person to another, it implies that the
message has been heard.

Methods of Communication

Methods of Communication

Communication occurs in an organization in the context of people trying to fulfill one or
several of the following six needs:

• To feel respected
• To give or get information
• To be empathically understood and respected
• To cause change of action
• To create excitement and reduce boredom
• To avoid something unpleasant, like silence or confrontation

The methods used by them to fulfill those needs include listening, speaking, reading and
writing.
1. Listening: Various studies stress the importance of listening as a communication skill.
They point out that many of us spend 70 to 80 percent of our waking hours in some form of
communication. Of that time, we spend about 9 percent writing, 16 percent reading, 30
percent speaking, and 45 percent listening. Studies also confirm that most of us are poor
and inefficient listeners. Most people listen at an efficiency level of less than about 25
percent. Studies also show that, immediately after listening to a 10-minute oral presentation,
the average listener has heard, understood, properly evaluated, and retained only
half of what was said.

People generally remember
• 10 % of what they read
• 20 % of what they hear
• 30 % of what they see
• 50 % of what they hear and see
• 70 % of what they say and write
• 90 % of what they say as they do something

Management guru Stephen Covey differentiates listeners as those listening with the
intent to reply, and those listening with the intent to understand. Because listening is
so vital to workplace success, it is important to take note of the seven “sins” that get in
the way of good verbal communication (Dan Bobinski: The Seven Deadly Sins of (Not)
Listening):

Sin #1: Filtering
• This is when a person’s mind is sifting through another’s words and tuning in
only when he or she hears agreement. Commonly, a Filterer replies to someone
else’s statements with “yeah, but….”

Sin #2: Second Guessing
• Someone who is second-guessing usually misses important details because
they are too busy (a) imagining someone has hidden motives for saying what
they’re saying, and (b) trying to figure out what those hidden motives might be.

Sin #3: Discounting
• This sin occurs when a listener lacks respect for a speaker. What the speaker
is saying could be 100% dead on correct, but a Discounter will either internally
or publicly scoff at what’s being said, for any number of reasons. The sad thing
about Discounters is that they often miss the solutions to the problems before
them, simply because they don’t like the source. A milder form of discounting
occurs when content is brushed off just because the person speaking is not a
good speaker.

Sin #4: Relating
• A Relater is someone who continually finds references from his or her own
background and compares them to what the speaker is saying. Relaters often
appear self-centered, as everything they hear is publicly compared or contrasted
to his or her own experiences.

Sin #5: Rehearsing
• This sin blocks much listening as it is simply waiting for the other speaker to
finish what he or she is saying so the rehearser can start talking again. While
someone else is talking, the rehearser is thinking about how to say the next
sentence.

Sin #6: Forecasting
• Someone who takes an idea from the speaker and runs light years ahead of the
topic at hand is forecasting. Forecasting can stem from being bored with the
subject matter, or simply because one’s mind automatically thinks ahead.

Sin #7: Placating
• Worst of all listening sins, placating agrees with everything anyone else says,
just to avoid conflict.

Types of Communication

Types of Communication

People in different roles have many opportunities to communicate with others.
Communication can be classified in the following different ways.

• Intrapersonal Communication: When people talk to themselves, communication
takes place within the brain. It embraces their thoughts, experiences and perceptions
during a communication event. Behavior responses on all other levels of
communication essentially begin on intrapersonal level. On this level, the individual
forms personal rules and patterns of communication. Intrapersonal communication
encompasses:

• Sense-making e.g. interpreting maps, texts, signs, and symbols

• Interpreting non-verbal communication e.g. gestures, eye contact

• Communication between body parts; e.g. “My stomach is telling me it’s time
for lunch.”
• Day-dreaming
• Nocturnal dreaming and
• Many others...

• Interpersonal Communication: Interpersonal communication is also referred to
as dyadic communication, or communication between two individuals. This type
of communication can occur in both a one-on-one and a group setting. This also
means being able to handle different people in different situations and making people
feel at ease. Gestures such as eye contact, body movement, and hand gestures
are also part of interpersonal communication. The most common functions of
interpersonal communication are listening, talking and conflict resolution. Types of
interpersonal communication vary from verbal to non-verbal and from situation to
situation. Interpersonal communication involves face-to-face communication in a
way that accomplishes the purpose and is appropriate.

• Small Group Communication: Small group communication is an interaction
process that occurs among three or more people interacting in an attempt to achieve
commonly recognized goals either face-to-face or through mediated forms. This is
sometimes included in the interpersonal level — the most obvious difference is the
number of persons involved in the process. The small group may be a family of
three talking at supper, or a meeting of an organization with just a few members.

• Public Communication or Public Speaking: The speaker sends messages to
an audience, which is not identified as individuals. Unlike the previous levels, the
speaker is doing most, if not all, of the talking.

• Mass Communication: Mass communication occurs when a small number of
people send messages to a large anonymous and usually heterogeneous audience
using specialized communication media. It represents the creation and sending of
a homogeneous message to a large heterogeneous audience through the media.

• Non-Verbal Communication: In non-verbal communication, people send
messages to each other without talking. They communicate through facial
expressions, head positions, arm and hand movements, body posture, and
positioning of legs and feet. How people use “space” also transmits a message.
By being aware of non-verbal communication, one can interpret the signals of others,
or send signals to others.

Awareness of non-verbal communication helps people:
• Project an image of confidence and knowledge.
• Demonstrate power or influence
• Express sincerity, interest and cooperativeness.
• Create trust.
• Recognize personal tension in self and others.
• Identify discrepancies between what people are saying and what they are
actually thinking.
• Change behavior and environment to encourage productive discussion.

CROSS CULTURAL COMMUNICATION

CROSS CULTURAL COMMUNICATION

With globalization of businesses and economies, people with different background, mindsets and cultures are interacting more frequently and human civilization is moving forward faster overcoming disparities of race, religion, colour etc. Progression of modern global managers would increasingly depend upon how well they are able to communicate across varied cultures to achieve common goal of progress of all communities, countries and continents.

Culture has a powerful influence on individuals‟ way of thinking, saying and doing things. It provides a meaningful context on the way people meet, greet and communicate with others for productive cooperation to accomplish common, agreed goals.

Acquiring and sharpening ones‟ cross cultural communication skills assumes strategic importance as it can propel ones‟ career, prop success in competitive environments, reflect individuals‟ commitment to quality / excellence, make them more confident in diverse settings of people from all walks of life and help develop an admirable code of conduct for groups and enterprises.

A culture has three layers – the outer layer or the explicit culture relates to visual realities of dress, food, language, behaviour, habitats etc, the middle layer relates to values and norms of community and finally the inner layer or the implicit culture comprises of assumptions, rules and methods of solving / coping with problems.

Culture may also be identified with geographical areas, profession, hobbies etc. Distinguishing traits of a culture are its stability, complexity, composition and acceptance of outsiders. Culture may also be distinguished on the basis of religion, values, role play, process of decision-making, social behaviour / etiquettes and sense of time and timing.

Like communities and countries, every individual has a territory around himself that he considers as his own. Called „proximics‟ – the study of spatial needs of human beings, it recognizes four spatial zones – intimate, personal, social and public. Their distances vary among cultures and over time, it is now recognized that even contents of these spaces – landscaping, colour schemes, ergonomics, sculptors, artifacts, furnishing, interiors etc, also influence the quality and experience of human interactions.

Culture impacts on non-verbal communication both at conscious level covering dress, business attire for men / women, grooming, business cards, handshake etc and at unconscious level relating to facial expressions, eye-contact, movements of head, shoulders, hand, fingers, body postures, walking etc.

Culture also influences oral communications as people continue to speak foreign language is the same way as they speak own language. It is easier to learn to write than to speak in a foreign language. Speakers must use clear pronunciations of words, look for feedback from listeners, rephrase sentences, avoid talking down to audience and not allow people to finish what they have to say.

Written communications reflect the cultural ethos of a country or region and a good translation requires mastery of both the languages and cultures involved. A few useful tips for writers are using simple / short words, sentences and passages, relying on specific terms, avoiding slang, jargons and idioms, using transitional devices to assist grasping the train of thought and using numbers and pre-printed forms.

IMPACT OF CULTURE ON WRITTEN COMMUNICATIONS

IMPACT OF CULTURE ON WRITTEN COMMUNICATIONS

Written communication is the art of correspondence. Written language is the vehicle of the cultural ethos of the country or region. Although it is a common practice to translate the written message in to the local language, it is well known a good translation requires mastery of both the languages and more importantly, a deep understanding of the cultures and cultural differences involved.

Although English has emerged as the language of business internationally, we do come across correspondence in French, Spanish, Chinese, Japanese, Arabic, Hindi, Urdu etc. It is a major challenge to translate the product catalogue, literature and advertisements in other languages. Besides, translations are required for documents relating to strategy, systems and procedure.
In the contemporary business scenario, people are learning foreign languages to bridge the gap between consumers and product offerings. Even so problems abound and until a good understanding of the cross cultural issues develops, constraints / impediments to communication across cultures would continue.

A few guidelines are:

(1) Use simple, short words
Select simple, short words that do not have multiple meanings.

(2) Rely on specific terms
Specific terms improve understanding. Avoid abstractions and illustrate with examples.

(3) Avoid slang, jargons and idioms
Slang, jargons and idioms do not translate well. Even abbreviations are not understood well across cultures; avoid them.

(4) Construct simple short sentences
Simple short sentences also improve comprehension compared with the long sentences one uses in language one is fluent in.

(5) Use short passages
Stick to the rule of one idea per passage and make it short.

(6) Use transitional devices to facilitate understanding train of thought
Use of transitional words like „In addition, besides, first, second, third etc‟ makes it easier for the reader / listener not conversant with the language.

(7) Use numbers and pre-printed forms
Wherever possible use numbers and pre-printed forms as they are easy to understand.

(8) Emphasize neatness in layout and presentation
Printers and publishers are using different colours for heading and adding other embellishments in printed, written matters to attract attention of readers and retain their interest by inducing them to read on.

IMPACT OF CULTURE ON ORAL COMMUNICATIONS

IMPACT OF CULTURE ON ORAL COMMUNICATIONS

It is more difficult to deal with problems arising from the way people speak a language. They continue to speak the foreign language in the same way as they speak own language. Those who have tried learning a different language would know that it is easier to write in the language than to speak in it.

Another source that adds to the difficulty of understanding the language is when the speakers use idiomatic expressions. These expressions may be well understood in one country but may not make any impression on people from another region.

A few useful tips for oral communication in cross cultural environments are:

(1) Clear pronunciation of words
Foreigners should put in a little extra effort in pronouncing words by pausing at every punctuation sign. This eliminates „noise‟ in communication.

(2) Look for feedback from listeners
Be alert and sensitive to the expressions and gestures of the audience by maintaining good eye contact. In case they show signs of confusion, do not hesitate to check back by asking a straight question like, „Is it clear?‟

(3) Rephrase sentences
If speakers feel that audience has not understood them, they should rephrase their sentences in simpler language by choosing words that are easily understood. Do not repeat the same sentence more loudly.

(4) Avoid talking down to audience
Do not blame the audience for lack of comprehension. It is more appropriate to ask, „Am I going too fast?‟

(5) Allow people to finish what they have to say
If interrupted, audience may miss something useful. Similarly, speakers should not let others complete their sentences.