(solution) Hi I need to write reflection for my Business Communication

(solution) Hi I need to write reflection for my Business Communication

Hi I need to write reflection for my Business Communication subject and this is 2nd reflection from 4th week to 6th week. I need to write around 500 words and at least 2 references. Some details that we have studied and discuss in week 4 is about punctuation; in week 5 we have discuss about interpersonal communication and in week 6 is about intercultural communication, of which I have attached slides below for more detail.  Writing should be 100% unique and no plagiarism plz. Thanks

Interpersonal Communication Communication competence (Kaye?s model) Communication climate
The emotional atmosphere when communication is
influenced by
Your feelings towards other/s
Your attitude to the subject being discussed
Your feelings about yourself Supportive climate
Encourages free and open interaction Defensive climate
Inhibits interaction ? thoughts, feelings, ideas hidden as a
means of self-protection
Source: Dunn, DM & Goodnight, LJ 2003, Communication:
Embracing Difference, Pearson, Boston. Recognise defensive communication
Avoidance
Psychological withdrawal
Distancing
Reaction formation
Sarcasm
Outdoing others
Overly critical communication
Formula communication
Source: Dunn, DM & Goodnight, LJ 2003, Communication:
Embracing Difference, Pearson, Boston. Gibb?s ?pairings?
Behaviours that contribute to a defensive vs
supportive climate
Evaluation/description
Control/problem orientation
Strategy/spontaneity
Neutrality/empathy
Superiority/equality
Certainty/provisionalism
Source: Dunn, DM & Goodnight, LJ 2003, Communication:
Embracing Difference, Pearson, Boston. How to create a positive climate
Use descriptive ?I? language
Focus on solving problems, not controlling others
Be honest: don?t manipulate
Show concern for others
Demonstrate an attitude of equality
Listen with an open mind ??and listen, listen, listen Source: Adler, RB & Elmhorst, JM 1999,
Communicating at Work, McGraw-Hill, Singapore. Listen actively The active listening process
The listener
Attends to the speaker
Encourages the speaker
Reflects the content and feelings
Shows empathy (understanding, being aware of,
being sensitive to, and vicariously experiencing the
feelings, thoughts, and experience of another)
theliterarylink.com/definitions.html Attending behaviour
Focus on speaker by giving physical attention through:
Eye contact
Posture
Body movement
Personal space
Environment
Avoidance of distractions Encouraging
Use to invite speaker to say more about
thoughts or feelings
Offer opportunity to speak
Allow silences
Ask open questions
Respond, but minimally
Continue to give physical signals of attention Reflecting
Give feedback to the speaker through:
Paraphrasing
Reflecting feelings, not just facts
Clarifying statements to confirm interpretations
Summarising Showing empathy
Empathetic people?.
Attend to what is being said
Remain objective
Recognise nonverbal cues
Understand the content of the message
Understand the feelings in the message
Communicate their understanding Barriers in the listener Interfere with the message
Can be physical, psychological and/or emotional
Common barriers are:
Boredom
Personal dislike
Desire to change the speaker
Prejudging
Preoccupation
Intrusion of own values and attitudes
Jumping to conclusions
Selective hearing
Perception of lack of credibility
Stereotyping NVC Non-verbal communication
5 classes
?
?
?
?
? Kinesics (visual)
Proxemics (spatial)
Chronemics (time)
Haptics (touch)
Vocalics (paralanguage) 3 levels
?
?
? Personal
Cultural
Universal Levels of NVC
Personal ? Unique actions to that person
? Dress style
? Manner of greeting people
? Use of particular gestures ? Interpretation is aided by knowing the individual Cultural ? Found in a group of people
? Generally learnt unconsciously by observation
? Can be adopted consciously in order to conform or be accepted by a group
e.g. hair style, wearing cap backwards Universal ? Often includes touch, space
? Found in all people
? Often related to emotions How does NVC relate to verbal
communication?
Complements a verbal message
Modifies a message
Replaces a verbal message
BUT
We can?t always control non-verbals Reading non-verbal communication
Words are only part of the message
Read words & NVC together
If words and non-verbals conflict, the non-verbals are
likely to be believed
NVC is critical for reading feelings/attitudes Conversation Conversation
The basic mode of communication is:
a two-way process
verbal and non-verbal
relational
requires self disclosure – ?I? statements
requires congruency
requires appropriate timing Conversation elements
Has content and relationship dimensions
Content dimension
Meaning, (expressed through language & tone) Relationship dimension
Closeness/intimacy (what is said and how it is said) Develops shared meaning
Thoughts, ideas, beliefs, feelings
Self disclosure May include congruent and incongruent messages
Appropriate balance between intimacy and distance
Appropriate climate Assertiveness
Assertive behaviour is where you are able to:
?
?
?
? act in your own best interests
stand up for yourself without undue anxiety
express honest feelings comfortably
exercise personal rights without denying the rights of
others Use ?I? statements to express your views.
Always consider the risks and responsibilities of being
assertive.
Always consider the socio-cultural context. Feedback, praise & criticism Feedback considerations
Specific and descriptive
About behaviour that can be changed
Yours ? so own it
Timed appropriately
Within a day or two of the event
Deliver privately
Check your motivations
Allow time for reaction and conversation Habitually two-way
Incremental
Supportive, as well as constructive
Source: Baney, J. 2003-4, Guide to Interpersonal
Communication, Pearson, NJ. How to give feedback
Three steps
Objectively describe the behaviour
?When you…
Identify your response
….I feel/am…
Explain impact of behaviour
…because… Examples
When you prepare an agenda for client meetings, I feel confident that we won?t forget
anything important.
I like it when you come to meetings at the scheduled time because then we can finish on
time.
When you begin speaking before I finish speaking I feel annoyed because I can?t complete
my thought.
I can?t complete my thought when you begin speaking before I finish (and that bothers
me).
Source: Baney, J. 2003-4, Guide to Interpersonal
Communication, Pearson, NJ. How to give praise
Make praise specific
Praise progress, not just perfection
Praise intermittently
Relay praise
Praise sincerely Source: Adler, RB & Elmhorst, JM 1999,
Communicating at Work, McGraw-Hill, Singapore. How to offer constructive criticism
First consider
the content
Limit criticism to one topic
Make sure the criticism is accurate
Define the problem clearly
Show how your criticism can benefit the recipient the sender
Choose the most credible critic
Make sure the criticism is appropriate to the critic?s role the relational climate
Deliver remarks as part of a positive relationship
Accept partial responsibility for the problem
Accompany your criticism with an offer to help the delivery
Deliver criticism in a face-saving manner
Avoid sounding judgemental
Source: Adler, RB & Elmhorst, JM 1999,
Communicating at Work, McGraw-Hill, Singapore. How to respond to criticism
Seek more information
Ask for examples or clarification
Guess about details of the criticism
Paraphrase the critic
Ask what the critic wants Agree with the criticism
Agree with the facts
Agree with the critic?s perception
Source: Adler, RB & Elmhorst, JM 1999,
Communicating at Work, McGraw-Hill, Singapore. Conflict How to manage conflict
Approaches
Avoiding
Accommodating
Competing
Collaborating
Compromising Source: Adler, RB & Elmhorst, JM 1999,
Communicating at Work, McGraw-Hill, Singapore. How to handle conflict assertively
Identify the goal you are seeking
Choose the best time to speak
Rehearse the statement
Pinpoint the specific behaviour you want to
discuss
Explain your reaction to the behaviour
Make a request
Describe the consequences
Source: Adler, RB & Elmhorst, JM 1999,
Communicating at Work, McGraw-Hill, Singapore. Video
Dealing with Difficult People Negotiation A quick guide to negotiation
Negotiation: when parties discuss specific
proposals in order to find a mutually acceptable
agreement.
Win-lose orientation
Lose-lose orientation
Compromise
Win-win orientation Source: Adler, RB & Elmhorst, JM 1999,
Communicating at Work, McGraw-Hill, Singapore. Steps to a win-win outcome
Identify the needs of both parties
Brainstorm a list of possible solutions
Evaluate the alternative solutions
Implement the solution
Follow up the solution Source: Adler, RB & Elmhorst, JM 1999,
Communicating at Work, McGraw-Hill, Singapore. Skills needing development
Informal communications
Conversation with senior leaders
Teamwork language People skills (leadership, teamwork, etiquette)
Representing your company, especially client interactions
Appropriate attire (work, client meetings, board meetings, etc.)
Situational leadership and teamwork roles
Solving interpersonal and people problems
Source: Boyles, D Graduates, 2008 EQ
The ability of an organization to perform depends
on the relationships of the people involved, which
ultimately relates to the degree of emotional
intelligence of its employees and leaders. Source: adapted from Dr Jorge Cherbosque, UCLA What is Emotional Intelligence (EQ)
EQ is the ability to:
Sense
Understand
Manage
Communicate
Effectively apply the power and acumen of emotions as
a source of human energy, information, trust,
communication, creativity, influence and conflict
resolution
Source: adapted from Dr Jorge Cherbosque, UCLA Research
Centre for Creative Leadership found that the
primary causes of derailment in executives
involved deficits in emotional competence
Primarily they had:
Difficulty handling change
The inability to work in a team
Poor interpersonal relations Source: adapted from Dr Jorge Cherbosque, UCLA Research (cont)
Egon Zehnder International analyzed 515 senior
executives.
Those strong in EQ were more likely to succeed than those
who were strongest in relevant experience or IQ.
EQ is a stronger predictor of success than experience or high
IQ.
Study included exec?s from Latin America, Germany, Japan
with same results across cultures Source: adapted from Dr Jorge Cherbosque, UCLA 4-quadrant model
Awarenes
s Self Others Emotional selfawareness Social-intercultural
awareness Who am I and what are my How can I transcend my
potential areas of
perspective so that I can
development
understand and value
others
Actions Emotional selfgovernance Social architect
skills How can I self regulate my
emotions so I can be right
and effective How do I build teams and
create constructive work
relationships Source: adapted from Dr Jorge Cherbosque, UCLA Source: Dr Jorge Cherbosque, UCLA How are YOUR
relationships at work?