COMM 205

2.1 describe the interpersonal communication process and barriers to effective communication. Interpersonal communication process is the process of sending and receiving verbal and nonverbal messages between tow or more people. And exchange of simultaneous and mutual messages to share and negotiate meaning between those involved.

 Funnel questions: moving rom the general to specific. Intended to increasingly deconstruct a business issue so that a team can tackle or approach it in pieces.  Probing questions: intended to analyze a business problem from every angle to uncover its root causes.  Solution-oriented questions: focus on how to overcome business problems. Focus on what should be done to accomplish business objectives. Poor questions fall into the judgmental mind-set category. Major goal of listening is perspective-getting. Accurately understanding the views of others. People sometimes hide their real views, sometimes hold self-contradictory views, and sometimes change views. Note-taking is the most effective perspective-getter. In the body of the notes, write their comments and points of view. In the margins, write your reactions, your ideas, and your question. Document shortly after the end of your conversation. Givers are either the best or worst performers. Often timid or less assertive about asking for help. 2.7 explain strategies to sight-read the nonverbal communication of others. Nonverbal communication is almost entirely understood on a subconscious level and developed instinctively. Sight-reading is the act of anticipating intentions and moods through the perceptive examination of nonverbal cues. 2.8 identify common communication preferences based on motivational values. Motivational Value System (MVS):  Nurturing (BLUE): guided by motives to protect others, help others grow, and act in the best interests of others.  Directing (RED): guided by concerns about organizing people, time, money, and other resources to accomplish results.  Autonomizing (GREEN): concerned about making sure business activities have been thought out carefully and that the right processes are put into place to accomplish things. 2.9 explain how extroversion-introversion impacts interpersonal communication. Introverts: get much of their stimulation and energy from their own thoughts, feelings, and moods. Extroverts: get much of their stimulation and energy from external sources such as social interaction. 2.10 explain the role of civility in effective interpersonal communication and the common types of incivility in the workplace.

Agenda components  Agenda items  Time frames (optional)  Goals/expected outcomes  Roles  Materials needed Sent out at least one day in advance. To run an effective meeting, you’ve provided clear expectations for meeting participants. Ensure there’s a facilitator, someone who acts from a neutral point of view to get each person to participate in the conversation and ensure that each agenda item is properly discussed. Meeting minutes components  Date and time  Team members present  Meeting roles  Key decisions  Key discussions points (optional)  Open issues (optional)  Action items and deadlines 3.3 explain the principles of effective virtual team communication. Virtual teams  Cost less  More convenient  Help assemble experts who are not located in the same office.  Can be more effective than co-located, in-person teams (traditional) More likely to experience the following challenges  Feeling isolated  Not feeling connected to team members  Not being able to read nonverbal cues  Managing conflict  Making decisions  Expressing opinions  Build trust One way of insuring trust is with following characteristic  Willingly sharing information  Being proactively engaged  Collaborating

4.1 Describe characteristics of cultural intelligence, its importance for global business leaders, and approaches to developing it. Cultural intelligence: a measure of your ability to work with and adapt to members of other cultures. Can be developed and improved over time. High CQ means you understand differences and similarities between and among cultures. Characteristics of cultural intelligence:  Respect, recognize and appreciate – built on attitudes of respect and recognition.  Be curious about other cultures – studying aboard, learn a language, develop friendships with international students,  Avoid inappropriate stereotypes – an attempt by the brain to group and categorize in complex situations. o Projected cognitive similarity: others have the same norms and values as your own o Outgroup homogeneity effect: members of other groups are all the same  Adjust your conceptions of time  Manage language differences o Avoid quickly judging that others have limited communication proficiency o Articulate clearly and slow down o Avoid using slang and jargon o Give others time to express themselves o Use interpreters as necessary 4.2 explain the major cultural dimensions and related communication practices. Cultural dimensions: fairly permanent and enduring sets of related norms and values  Individualism and collectivism Changes most rapidly, most influential cultural dimension. Deals with the level of independence and interdependence that people in a society possess and encourage. As countries increase the standard of living, they develop more individualist tendencies.  Egalitarianism and hierarchy All cultures develop norms for how power is distributed. Egalitarian: people tend to distribute and share power evenly, minimize status differences, and minimize special privileges and opportunities for people just because they have higher authority. Hierarchical: people expect power differences, follow leaders without questioning them, and feel comfortable with leaders receiving special privileges and opportunities. All cultures place the lowest priority on hierarchy.  Performance orientation

 Identify reader benefits and constraints: readers respond when you provide them with something that they value.  Consider Reader Values and Priorities  Estimate your credibility: readers will invevitably judge your recommendations, requests, and other messages based on their view of your credibility.  Anticipate reactions: Imagine how others will respond to your message.  Keep secondary audiences in mind: anticipate that individuals other than your primary recipient will view your message. 5.3 Gather the right information and refine business ideas in the AIM planning process Developing great business ideas involves sorting out the business issues and objectives, collecting as many relevant facts as possible, and making sound judgments about what the facts mean and imply.  Clearly and precisely identify and articulate key questions and problems  Gather information from a variety of sources  Make well-reasoned conclusions and solutions  Remain open to alternatives to approaching and reasoning about the business problem  Can hold opposing views, avoid either/or thinking, avoid one-way linear thinking, and are open to nonconventional solutions.  Are skilled at communicating with others to figure out and solve complex problems. Developing sound ideas from the information gathered  Identifying the business problems: asking a lot of questions from a lot of angles.  Analyzing the business problems: uncovering relevant facts, making conclusions, and taking positions.  Clarifying objectives: “now that I understand the problem, what exactly do I want to accomplish?” 5.4 develop your primary message key points in the AIM planning process. Develop your basic message.  Identify and frame the primary message and set up the logic with supporting points and a call to action. o Framing primary message  What is the primary message?  What simple, vivid statement (>15 words) capture the essence of your message?  Showcasing a message form an overarching theme.  Focuses a reader or listener on a certain key idea.  Help your reader see the issue from a strategic perspective. o Setting up the logic of your message.  What are your supporting point?  What do you want to explicitly ask your readers to do (CALL TO ACTION)?