Business Communication

Communication
in
Action

1
Cengage Learning Mallika Nawal
Topical Outline
Communication Myopia
Code Model of Communication
Inferential Model of Communication
Schramm Model of Communication
Osgood-Schramm Circular Model
Lasswell Model of Communication
Katz-Lazarsfeld Model of Communication
Westley-MacLean Model of Communication
Berlos Model of Communication
7 Cs of Communication
7 Cs of Communication: Clear
7 Cs of Communication: Correct
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Topical Outline
7 Cs of Communication: Concise
7 Cs of Communication: Concrete
7 Cs of Communication: Complete
7 Cs of Communication: Consideration
7 Cs of Communication: Courteous
Senses & Communicability: NLP Approach
NLP Approach: The NLP Pillars
NLP Approach: Modalities
NLP Approach: Eye-Accessing Cues
NLP Approach: Predicates
Relationship between Predicates & Modality
The Visual
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Topical Outline
The Auditory
The Kinesthetic
The Visual Boss
The Auditory Boss
The Kinesthetic Boss
The Match and the Mismatch
Effective Meetings
Meetings Without Meat
The Meeting How-Tos?
Prepare for Meeting
Conduct the Meeting
Ten Stages of Brainstorming
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Topical Outline
Brainstorming the Disney Way
Conflict Communication
Fight or Flight?
Modes of Conflict Management
Avoiding
Accommodating
Competing
Compromising
Collaborating
Negotiation Skills
Negotiation Scenarios
Negotiation Sins
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Topical Outline
10 Commandments of Negotiation
Crisis
Crisis Communication
Grunig & Grunig Excellence Theory
Crisis Planning Grid
Accommodating
Competing
Compromising
Collaborating
Negotiation Skills
Negotiation Scenarios
Negotiation Sins
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Communication Myopia
Ostrichization of Communication
Introverts underestimate and extrovert overestimate
the need to communicate
Communication is much more than just linguistics
Shift communication focus from I to You

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Code Model of Communication

Information
Source Transmitter Receiver Destination

Noise
Source
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Code Model of Communication
Also known as Shannon-Weaver Model
Developed in 1948 by Claude Shannon and
popularized by Warren Weaver
Linear Model
Example: Morse Code (a coding system in which a
sender transmits to the receiver a message that
comprises a combination of dots and dashes to
represent numbers and alphabets)
Eg: (dotdotdot/dashdashdash/dotdotdot = SOS

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Inferential Model of Communication

Ravi, the door is open

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Inferential Model of Communication

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Schramm Model of Communication

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Schramm Model of Communication
Proposed by Wilber Schramm in 1954
Linear flow of communication process
Effective communication when sender and receiver
have the same frame of reference, Field of Common
Experience
Different from the Code Model of Communication:
Code Model laid more emphasis on the channel
whereas Schramm Model laid more emphasis on the
experiences of the sender and the receiver

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Osgood-Schramm Circular Model

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Lasswell Model of Communication

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Lasswell Model of Communication
Proposed in 1948, model for mass communication
Describes the process in terms of the following five
questions:
Who? Says What? In Which Channel? To Whom?
With What Effect?
Popular in Propaganda Studies

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Katz-Lazarsfeld Model of Communication
First conceptualized by Paul Lazersfeld in 1944
Subsequently elaborated by Elihu Katz in 1955
Linear but gives two-step flow of communication
The message first travels to opinion leaders, who
then spread the message to passive, yet like-minded
masses.

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Westley-MacLean Model of Communication
Proposed in 1957, by Bruce Westley & Malcolm
MacLean
Focus on Interpersonal Communication
The receiver decodes, interprets the message, and
encodes the message again and sends it either back
to the original sender or to other individuals
Message transmission resembles the game of
Chinese Whispers or the Broken Telephone

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Berlos Model of Communication

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Berlos Model of Communication
Proposed by David Berlo in 1960
Strongly influenced by stimulus-response theory
Used the concept of learning while developing model
Effective Communication will depend on the sub-
points contained within SMCR
According to model, the sender and the receiver
must share the same set of elements so that the
decoded message is the same as the encoded
message

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7 Cs of Communication
Clear
Correct
Concise
Concrete
Complete
Considerate
Courteous

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7 Cs of Communication: Clear
To achieve clarity while speaking
Speak slowly and clearly
Enunciate every syllable
Emphasize every word
To achieve in written communication, use
Short words
Concrete words
Familiar words
One Paragraph = One Idea

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7 Cs of Communication: Correct
Use correct language, in both oral & written
communication
Use the appropriate form of word
Proofread documents
Data-sanity checks to ensure accuracy of data

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7 Cs of Communication: Concise
Do not use wordy expressions
Prefer words over phrases
Do not repeat the same points several times over
Do not give unnecessarily details
Do not overuse the passive voice
Omit that and which from sentences

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7 Cs of Communication: Concrete
Use concrete words and phrases, while speaking and
writing
Use facts and figures

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7 Cs of Communication: Complete
Give relevant and complete information
Give extra information, if the receiver desires
Provide answers to questions who, what,
when, where, why, and how.

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7 Cs of Communication: Consideration
Keep yourself in the receivers shoes while
communicating
Think about the receiver before you think about
yourself
Do unto others as you would like to be done by
Shift perspective from yourself to the receiver

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7 Cs of Communication: Courteous
Practice little courtesies everyday
Do not belittle anyone or talk anyone down
Compliment with sincerity

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Senses & Communicability: NLP Approach
Communication is also intrapersonal
We communicate with ourselves all the time
Communication happens through our five senses:
Sight
Sound
Smell
Touch
Taste
NLP stands for Neuro-Linguistic Programming

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NLP Approach: The NLP Pillars
Rapport (defined as open and trusting relationship)
Sensory awareness (with increased sensory
awareness, there is better understanding of what the
other person is saying)
Outcome thinking (be clear about the outcome
that you want)
Behavioral flexibility (you have to adapt your
behavior)

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NLP Approach: Modalities
The five channels (namely, sight, sound, smell, taste,
and touch) through which we communicate are
called modalities.
Also known as the VAKOG model. VAK most common
VAK stands for Visual (Seeing), Auditory (Hearing),
and Kinesthetic (Feeling)
We use our primary modality 60% of the times; rest
40% gets distributed between remaining two
modalities
Ideal = 40% (primary) + and 30%+30% for the other 2

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NLP Approach: Eye-Accessing Cues

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NLP Approach: Eye-Accessing Cues
Eyes Up and Left: Remembered imagery
Eyes Up and Right: Constructed imagery and visual
fantasy
Eyes Lateral Left: Remembered sounds, words, and
tape loops and tonal discrimination
Eyes Lateral Right: Constructed sounds and words
Eyes Down and Left: Inner dialogue or inner self-talk
Eyes Down and Right: Feelings, both tactile and
visceral
Eyes Straight Ahead, but Defocused or Dilated:
Quick access any sensory information (usually visual)
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NLP Approach: Predicates
Predicates sensory digital words and phrases that
help us in identifying a persons modality
Visual predicates see, look, visualize, outlook,
preview, dream, mental image, etc.
Auditory predicates hear, ask, muffled, stammer,
speechless, tongue-tied, etc.
Kinesthetic predicates sensitive, smooth, get in
touch with, starting from scratch, etc.
Olfactory/Gustatory predicates aromatic, bitter,
scented, smell, sweet, spicy, reek, sweet smell of
success, taste for danger, etc.
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Relationship between Predicates & Modality
Knowing an individuals modality helps in encoding
the message using appropriate predicates
Across the population, roughly 40% people are
visuals, 40% people are kinesthetic and 20% people
are auditory
However, identifying an auditory can be tricky
because they have a very strong secondary modality

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The Visual
Uses hands extensively to make forms and shapes
Tends to pace across the floor
Pronounced eye movements
Gestures high in the air
Tends to talk fast
Breathe at top of their lungs
Speech is like commentary
They learn better when they see things
When interrupted, they lose their train of thoughts
During meetings, they remember video clips, objects,
and other visual activities
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The Auditory
Makes smaller gestures as compared to a visual
They appreciate sounds
Tend to speak in a resonating voice
Breathe from mid-chest
Talk slower as compared to a visual person
They remember what they hear

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The Kinesthetic
Makes gestures down and towards the right
Concentrate on their feelings
Talk even slower as compared to an auditory person
Breathe from the bottom of their lungs
Easy to identify a kinesthetic owing to their abdomen
movement
They learn things by doing it
They remember things they do in meetings and how
they felt during and about the meeting

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The Visual Boss
Has the ability to both see the big picture and
concentrate on specific details
More adept at thinking on their feet
You must be seen as working hard
Appreciate well-presented reports with visual images
Include graphs, charts, figures etc.
Do NOT interrupt your visual boss during
conversation for they can lose their thoughts

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The Auditory Boss
Prefers sounds to other modes of communication
Therefore, talk things over with the auditory boss
Tends to get distracted by noise in the environment
Therefore, choose quiet locations for conversations
They do not like long emails and reports
They engage in internal dialogues; therefore give
your boss adequate time to mull things over before
you ask him/her for feedback
He/she may drift away listening to the sounds of
their own voice, hence keep them in the present by
interjecting from time to time
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The Kinesthetic Boss
Relies on sixth sense when making decisions
Once a gut decision has been reached, nearly
impossible to convince them otherwise
Hence, keep contrarian views to yourself
Kinesthetic boss is quite emphatic
Hence, a good manager and a skilful negotiator
Use metaphors to connect with a kinesthetic boss

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The Match and the Mismatch
Matching Using predicates/modality corresponding
to that being used by the receiver
Key ingredient for creating rapport
Concept of mismatching highly relevant in conflict
resolution
Mismatching when you do the opposite of what
the other person is doing
Hence, if one shouts, the other corresponds by
lowering his/her voice down

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Effective Meetings

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Meetings Without Meat
Why meetings fail?
Poor Preparation
When minutes are not minuted
Chairpersons role and agenda
Group size and absence of key participants
When participants fear participation
Marathon meetings

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The Meeting How-Tos?
Needs 3 steps:
Pop the question
Is the meeting absolutely necessary, or can the
matter be discussed/solved/resolved by
individual meetings/telephone/e-mail?
Prepare for meeting
Conduct the meeting

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Prepare for Meeting
Purpose and expected outcome
Prior information to be arranged
Who must attend
Venue, date, time & duration
Availability of key stakeholders and meeting invites
Arrange projectors, refreshments, notepads, etc.
Prepare agenda and circulate among participants
Do a mental walkthrough to anticipate questions etc.
Visualize the meetings success

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Conduct the Meeting
1st Law of Meeting: UNITE THE GROUP
Techniques: (a) let off the steam, (b) do not take
sides, (c) bring in the others and (d) stick to facts.
2nd Law of Meeting: FOCUS THE GROUP
Techniques: (a) stay alert, (b) keep a hand on the
wheel, (c) test comprehension and understanding
and (d) paraphrase and check back.
3rd Law of Meeting: MOBILIZE THE GROUP
Techniques: (a) protect the weak, (b) check round
the group, (c) build up ideas, (d) record
suggestions and (e) take minutes.
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Ten Stages of Brainstorming
Present the problem/question
Create an initial list to kick off the session
Ask everyone to present ideas
Push for associated ideas
Elaborate and improve quality
Encourage discussion
Organize ideas
Review ideas
Filter out duplications
End session with a thank-you

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Brainstorming the Disney Way
Robert Dilts (1994) modeled the Disney creative
process and identified 3 aspects of Disneys
perceptual positions:
The Dreamer (Dream of big ideas and ambitions;
take a leap of faith)
The Realist (Practical approach; and a
morphological analysis of the idea to convert
them into workable plans)
The Spoiler/Critic (Critical stance to further refine
the workable plan)

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Conflict Communication
Conflict involves struggles between two or more
people over values, or competition for status, power
and scarce resources
Boon in disguise
Communication helps mitigate conflicts
3 Primary tools for dispute resolution
Negotiation
Mediation
Adjudication

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Fight or Flight?
Individuals respond to conflict in two ways:
Fight, or
Flight
Five modes to deal with conflict:
Avoiding
Accommodating
Competing
Compromising
Collaborating

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Modes of Conflict Management

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Avoiding
Avoidance mode best used, when:
the issue is of low importance
you are in a position lower than the other
you wish to buy time
you wish to reduce tension

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Accommodating
Accommodating mode best used, when:
you wish to keep peace
you wish to show equanimity
you seek to develop performance
you want to create goodwill

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Competing
Competing mode best used, when:
quick action needs to be taken
vital issues present themselves
unpopular decisions have to be taken
you are protecting your self-interests

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Compromising
Compromising mode best used, when:
issues are of moderate importance
both parties are of equal status
you have a strong commitment for resolution
there are time constraints and you need
temporary solution

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Collaborating
Collaborating mode best used, when:
the issue is important to all concerned
you need to get commitment from both parties
you need to further or improve the relationships
you want the parties concerned to learn how to
positively and productively resolve conflict

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Negotiation Skills
People negotiate everyday!
Process in which two mandated or designated
representatives meet in order to resolve their
differences and reach an agreement
Outcome in a negotiation process is often a function
of the power relationship that exists between the
negotiating parties

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Negotiation Scenarios

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Negotiation Sins
4 Negotiation Sins
Leaving money on the table (Lose-Lose)
Settling for too little (Winners Curse the
negotiator offers too large a concession, which
diminishes the size or share of the bargaining pie)
Walking away from the table (refusing terms that
are demonstrably better than any other option
available)
Settling for terms that are worse than the
available alternative (Agreement bias)

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10 Commandments of Negotiation
Prepare well & set the agenda
Be strategies & deliberate in choice of words
Be a patient listener
Work toward mutually beneficial goals
Do not be in haste to reach an agreement
Build confidence and comfort at negotiation table
Identify core issues & provide strong justifications
Evaluate, evaluate and evaluate
Pay attention to closure & build relationships
Preserve integrity

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Crisis Communication
Crisis Communication Communication between the
organization and its public before, during, and after
the crisis situation.
There are 5 stages of crisis:
Detection
Prevention/preparation
Containment
Recovery
Learning

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Grunig & Grunig Excellence Theory
Model #1: Press agentry/publicity model
All publicity is good publicity
Model #2: Public information model
Journalistic style reporting of actual facts
Model #3: Two-way asymmetric model
Company knows best; little feedback from public
Model #4: Two-way symmetric model
Most balanced of all models. PR practitioner
bridge between public and company

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Crisis Planning Grid

Likelihood: 1-5 [1: Least likely 5: Most likely]

Damage: 1-5 [1: Least devastating 5: Most devastating]
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