COMMUNICATION NETWORKS

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A communication network is the pattern of directions in which information flows in the
organization. Channels of communication (networks by which information flows) are either formal
networks or informal networks. Formal networks follow the authority chain and are limited to task-
related communications. The informal network (grapevine) is free to move in any direction, skip
authority levels, and is as likely to satisfy group members' social needs as it is to facilitate task
accomplishments.

Types of Communication Networks in Organizations

Types of Communication Networks in Organizations is shown below

Types of Communication Networks

Chain Network

In chain network, communication travels up and down through the hierarchy. Each person
communicates with only the person directly above or below in terms of reporting relationships.
The chain network rigidly follows the formal chain of command.

Y Network Communication

Y Network

In the Y network, the flow of communication resembles an upside down Y; information flows
upward and downward through the hierarchy, widening to encompass the number of employees
reporting to a supervisor.

Wheel Network

In a wheel network, information flows to and from a single person. Employees in the group
communicate primarily with that person rather than with each other. Such a communication
network is a fast means of getting information to employees, since the person at the hub of the
wheel can do so directly and efficiently. The wheel network relies on the leader to act as the
central conduit (channel) for the entire group's communication.

The chain network, the Y network and the wheel network are fairly centralized in that most
messages must flow through a pivotal (essential, crucial) person in the network. In the wheel
network, the most centralized, all messages must flow through the individual at the centre of the
wheel. In the chain network, some members can communicate with more than one member of the
network, but the individual in the centre of the chain still tends to emerge as the controller of the
messages. In the Y network, the member at the fork of the "Y" usually becomes the central
person in the network.

Circle Network

In a circle network, employees communicate only with adjoining members of the organization.
The circle network is analogous to a group working in a physical arrangement such that workers
can communicate with their immediate neighbour but not with others in the group.

All channel network communication examples

The All-Channel Network or the Star Network

In an all-channel network, communications flow upward, downward and laterally among all
members of the group. This pattern of communication supports an egalitarian, (equal,
unrestricted) participative culture and fosters (promote, cultivate) cross-functional efforts.

The all-channel network is best if you are concerned with having high member satisfaction.

The circle network and the all-channel network are more decentralized in that there is freer
communication among the various members. In the circle network, each member can
communicate with the individual on either side. The all-channel network is the most decentralized
of the networks; each member can communicate with any other member.

commuication 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.

communication channels include face-to-face communication, broadcast media, mobile channels,

electronic communication and written communication.

Face-to-Face or Personal Communication

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 Communications

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 Communications Channels

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 Communications Channels

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 Methods of Communication

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.

PRINCIPLES OF COMMUNICATION

Communication is a two-way process of giving and receiving information through any number of
channels. Whether one is speaking informally to a colleague, addressing a conference or
meeting, writing a newsletter article or formal report, the following basic principles apply:
Know your audience.
Know your purpose.
Know your topic.
Anticipate objections.
Present a rounded picture.
Achieve credibility with your audience.
Follow through on what you say.
Communicate a little at a time.
Present information in several ways.
Develop a practical, useful way to get feedback.
Use multiple communication techniques.
Communication is complex. When listening to or reading someone else's message, we often
filter what's being said through a screen of our own opinions. One of the major barriers to
communication is our own ideas and opinions.
There's an old communications game, telegraph, that's played in a circle. A message is
whispered around from person to person. What the exercise usually proves is how profoundly
the message changes as it passes through the distortion of each person's inner "filter."

Environmental factors

Communication can be influenced by environmental factors that have nothing to do with the
content of the message. Some of these factors are:
the nature of the room, how warm it is, smoke, comfort of the chair, etc
outside distractions, what is going on in the area.
the reputation/credibility of the speaker/writer.
the appearance, style or authority of the speaker.
listener's education, knowledge of the topic, etc.
the language, page layout, design of the message.
People remember:
10% of what they read
20% of what they hear
30% of what they see
40% of what they hear and see
Communication with Decision Makers

Innovation and change often depends upon persuading potential users of the benefits of an
innovation.
To deal persuasively with decision makers, it is necessary to know and understand their interests
and opinions. The following questions are helpful in organizing technology transfer efforts:

Who are the key people to persuade?

Who will make the decisions about innovation and change?
What are these decision makers' past experiences with innovation and change?
What are the decision makers' current attitudes toward innovation and change? Are they neutral,
friendly, hostile or apathetic?
What is the most appropriate way to approach the decision maker?
What are the work styles of the decision makers? Are they highly formal people who want
everything in writing and all appointments scheduled in advance? Or are they more flexible,
responding favorably to personal telephone calls and informal meetings?
What networks or groups is the decision maker a part of?
What programs or services will the new innovation improve?
What programs or services will the new innovation cause problems with?
How will the innovation or change benefit the decision maker?
Principles of Effective Persuasion

Whether making a formal presentation at a meeting or writing a report or fact sheet, the following
principles hold.
Do not oversell or overstate your case. Make effective use of understatement.
Outline the topic you are trying to cover into two parts. The first part should give broad
background information, while the second part provides a detailed summary.
Persuasion depends on clarity and simplicity. Avoid the use of jargon and buzz words.
Be prepared to back up claims or facts immediately.
Incorporate major anticipated objections into your program or presentation.
Address all relevant aspects of a topic, especially those that may affect the functioning of an
organization.
Use graphics and audiovisuals appropriately.
Consider ways to get meaningful input from people. Find out what they think about the innovation
or change.
Selling New Ideas

Creating Isn't Selling

Often the creators of an innovation feel that convincing others of the idea's value is somehow
superfluous to their activities. To them, conceiving the idea is enough. This combines with their
inner conviction that their idea will "sell itself." Change agents provide a link between creators of
new techniques and users.
Ideas Need Selling
Someone must recognize when an idea is good. It is important that when an idea is good it is
sold to those who can act on it--those who have the power to evaluate and adopt it.
Understanding users is an important activity for any change agent. People must be convinced
that a particular idea or innovation has enough merit to warrant adoption.

Selling Ideas Takes Effort

Selling innovations requires preparation, initiative, patience, and resourcefulness. It may take
more effort than originating the idea. In an age of technical complexity and information overload,
new ideas seldom stand out. Information on new ideas must be targeted to the appropriate users
and relate to their needs and motivations.

Once is Not Enough

A new idea has to be suggested many times before it will "catch on." Initial failures at promoting
a new idea are to be expected, so don't get discouraged if you don't get the results you want the
first time. Some ideas take years to catch on. However, first exposures are crucial to future
prospects. Do it right the first time

Feedback (Listening)

Getting and giving feedback is one of the most crucial parts of good communication. Like any
other activity, there are specific skills that can enhance feedback. Listening is a key part of
getting feedback:
Listen to the Complete Message. Be patient. This is especially important when listening to a
topic that provokes strong opinions or radically different points-of-view. In these situations, it's
important not to prejudge the incoming message. Learn not to get too excited about a
communication until you are certain of the message.

Work at Listening Skills. Listening is hard work. Good listeners demonstrate interest and
alertness. They indicate through their eye contact, posture and facial expression that the
occasion and the speaker's efforts are a matter of concern to them. Most good listeners provide
speakers with clear and unambiguous feedback.

Judge the Content, Not the Form of the Message. Such things as the speaker's mode of dress,
quality of voice, delivery mannerisms and physical characteristics are often used as excuses for
not listening. Direct your attention to the message--what is being said--and away from the
distracting elements.

Weigh Emotionally Charged Language. Emotionally charged language often stands in the way of
effective listening. Filter out "red flag" words (like "liberal" and "conservative," for instance) and
the emotions they call up. Specific suggestions for dealing with emotionally charged words
include

Take time to identify those words that affect you emotionally.

Attempt to analyze why the words affect you the way they do.
Work at trying to reduce the impact of these words on you.

Eliminate Distractions. Physical distractions and complications seriously impair listening. These
distractions may take many forms: loud noises, stuffy rooms, overcrowded conditions,
uncomfortable temperature, bad lighting, etc. Good listeners speak up if the room is too warm,
too noisy, or too dark. There are also internal distractions: worries about deadlines or problems
of any type may make listening difficult. If you're distracted, make an effort to clear your head. If
you can't manage it, arrange to communicate at some other time.

Think Efficiently and Critically. On the average, we speak at a rate of 100 to 200 words per
minute. However, we think at a much faster rate, anywhere from 400 to 600 words per minute.
What do we do with this excess thinking time while listening to someone speak? One technique
is to apply this spare time to analyzing what is being said. They critically review the material by
asking the following kinds of questions:

What is being said to support the speaker's point of view? (Evidence)

What assumptions are being made by the speaker and the listener? (Assumptions)
How does this information affect me? (Effect)
Can this material be organized more efficiently? (Structure)
Are there examples that would better illustrate what is being said? (Example)
What are the main points of the message? (Summary)
Sending Messages

Messages should be clear and accurate, and sent in a way that encourages retention, not
rejection.

Use Verbal Feedback Even If Nonverbal Is Positive And Frequent. Everyone needs reassurance
that they are reading nonverbal communication correctly, whether a smile means "You're doing
great," "You're doing better than most beginners," or "You'll catch on eventually."

Focus Feedback On Behavior Rather Than On Personality. It's better to comment on specific
behavior than to characterize a pattern of behavior. For example, instead of calling a colleague
inefficient, specify your complaint: "You don't return phone calls; this causes problems both in
and outside your office."

Focus Feedback On Description Rather Than Judgment. Description tells what happened.
Judgment evaluates what happened. For example, in evaluating a report don't say, "This is a
lousy report!!" Instead, try: "The report doesn't focus on the information that I think needs
emphasis," or "This report seems to have a lot of grammatical and spelling mistakes."
Make Feedback Specific Rather Than General. If feedback is specific, the receiver knows what
activity to continue or change. When feedback is general, the receiver doesn't know what to do
differently. For example, in an office situation, instead of saying "These folders are not arranged
correctly," it's better feedback to say, "These should be arranged chronologically instead of
alphabetically."

In Giving Feedback, Consider the Needs and Abilities of the Receiver. Give the amount of
information the receiver can use and focus feedback on activities the receiver has control over.
It's fruitless to criticize the level of activity, if the decision to grant the necessary monies for
materials, personnel or technology is made at a different level.

Check to See if the Receiver Heard What You Meant to Say. If the information is important
enough to send, make sure the person understands it. One way of doing this is to say, "I'm
wondering if I said that clearly enough. What did you understand me to say?" or "This is what I
hear you saying. Is that right?"

Selecting the Best Communication Method

In communicating with decision makers, use the most appropriate communications method. One
way to do this is to ask yourself the following questions.
What is the purpose of your message? Do you plan to tell them something new? Inform? Do
you plan to change their view? Persuade?
What facts must be presented to achieve your desired effect?
What action, if any, do you expect decision makers to take?
What general ideas, opinions and conclusions must be stressed?
Are you thoroughly familiar with all the important information on the innovation?
What resources and constraints affect adoption of the innovation? How much time is available?
How much money is available
Which method, or combination of methods, will work most effectively for this situation? Personal
contact--requires scheduling, time and interpersonal skills.

Cultural Differences in Business

As your business grows, you may develop a diverse group of employees and customers. While
diversity often enriches the workplace, cultural differences in business can bring complications as
well. Various cultural differences can interfere with productivity or cause conflict among
employees. Stereotypes and ignorance about different traditions and mannerisms can lead to
disruptions and the inability of some employees to work effectively as a team or to handle
business dealings with potential customers in other countries.

Personal Space Expectations

Cultural differences in business include varying expectations about personal space and physical
contact. Many Europeans and South Americans customarily kiss a business associate on both
cheeks in greeting instead of shaking hands. While Americans are most comfortable at arms-
length from business associates, other cultures have no problem standing shoulder-to-shoulder
with their peers or placing themselves 12 or fewer inches away from the person to whom they are
speaking.

It's not unusual for female colleagues in Russia to walk arm in arm, for example, while the same
behavior in other cultures may signify a more personal or sexual relationship.

High and Low Context

Different cultures communicate through various levels of context. Low-context cultures such as
Canada, the United States, Australia, New Zealand and most of Europe, require little or no
explanation of orders and requests, preferring to make decisions quickly. High-context cultures,
which include most other Eastern and South American populations, require and expect much
more explanation about orders and directions. Businesses that operate with a low-context form of
communication spell out the specifics in the message, while those from a high-context
communication culture expect and supply more background with their messages.

Differing Meanings of Cues

Western and Eastern cues have substantially different meanings in business. The word "yes," for
example, usually means agreement in Western cultures. In Eastern and high-context cultures
however, the word "yes," often means that the party understands the message, not necessarily
that he agrees with it. A handshake in some cultures is as ironclad as an American contract. A
period of silence during negotiations with an Eastern business associate may signify displeasure
with your proposal. While frank openness may be desirable in Western cultures, Eastern cultures
often place more value on saving face and avoiding disrespectful responses.

The Importance of Relationships

While Western cultures proclaim to value relationship-based marketing and business practices, in
high-context cultures a relationship involves longtime family ties or direct referrals from close
friends. Judgments made in business often are made based on familial ties, class and status in
relationship-oriented cultures, while rule-oriented cultures believe that everyone in business
deserves an equal opportunity to make their case. Judgments are made on universal qualities of
fairness, honesty and getting the best deal, rather than on formal introductions and background
checks.

Cultivate Cultural Understanding

Understanding cultural diversity in business is important to interacting with people from differing
cultures while preventing problematic issues. If you know you'll be negotiating with foreign
businesspersons, for example, study in advance how their manner of doing business differs from
your own. You'll find that many Eastern cultures, like and expect to have lengthy informative
sessions before negotiations begin.

Don't be surprised if colleagues and customers in the UK and Indonesia are more reserved with
their responses and hide their emotions. Those in France and Italy, like the US, are more effusive
and aren't afraid to show their emotion.

Make sure, too, that your staff understands that cultural differences matter in business and can
easily be misunderstood by either party. Above all, when you encounter unexpected behavior, try
not to jump to conclusions. Someone who seems unimpressed with your ideas may actually be
from a culture where emotions aren't readily expressed. Potential cultural barriers in business can
be avoided simply by understanding the impact of culture on business environment.

NATIONAL CULTURE

Professor Geert Hofstede conducted one of the most comprehensive studies of how values in the
workplace are influenced by culture. He defines culture as “the collective programming of the
mind distinguishing the members of one group or category of people from others”.

The six dimensions of national culture are based on extensive research done by Professor Geert
Hofstede, Gert Jan Hofstede, Michael Minkov and their research teams.

The application of this research is used worldwide in both academic and professional
management settings.

DIMENSIONS OF NATIONAL CULTURE:

The Hofstede model of national culture consists of six dimensions. The cultural dimensions
represent independent preferences for one state of affairs over another that distinguish countries
(rather than individuals) from each other.
The country scores on the dimensions are relative, in that we are all human and simultaneously
we are all unique. In other words, culture can only be used meaningfully by comparison. The
model consists of the following dimensions:

POWER DISTANCE INDEX (PDI)

This dimension expresses the degree to which the less powerful members of a society accept
and expect that power is distributed unequally. The fundamental issue here is how a society
handles inequalities among people.

People in societies exhibiting a large degree of Power Distance accept a hierarchical order in
which everybody has a place and which needs no further justification. In societies with low Power
Distance, people strive to equalise the distribution of power and demand justification for
inequalities of power.

INDIVIDUALISM VERSUS COLLECTIVISM (IDV)

The high side of this dimension, called Individualism, can be defined as a preference for a
loosely-knit social framework in which individuals are expected to take care of only themselves
and their immediate families.

Its opposite, Collectivism, represents a preference for a tightly-knit framework in society in which
individuals can expect their relatives or members of a particular ingroup to look after them in
exchange for unquestioning loyalty. A society’s position on this dimension is reflected in whether
people’s self-image is defined in terms of “I” or “we.”

MASCULINITY VERSUS FEMININITY (MAS)

The Masculinity side of this dimension represents a preference in society for achievement,
heroism, assertiveness, and material rewards for success. Society at large is more competitive.
Its opposite, Femininity, stands for a preference for cooperation, modesty, caring for the weak and
quality of life. Society at large is more consensus-oriented.

In the business context Masculinity versus Femininity is sometimes also related to as “tough
versus tender” cultures.

UNCERTAINTY AVOIDANCE INDEX (UAI)

The Uncertainty Avoidance dimension expresses the degree to which the members of a society
feel uncomfortable with uncertainty and ambiguity. The fundamental issue here is how a society
deals with the fact that the future can never be known: should we try to control the future or just
let it happen?

Countries exhibiting strong UAI maintain rigid codes of belief and behaviour, and are intolerant of
unorthodox behaviour and ideas. Weak UAI societies maintain a more relaxed attitude in which
practice counts more than principles.

LONG TERM ORIENTATION VERSUS SHORT TERM NORMATIVE ORIENTATION (LTO)

Every society has to maintain some links with its own past while dealing with the challenges of
the present and the future. Societies prioritize these two existential goals differently.

Societies who score low on this dimension, for example, prefer to maintain time-honoured
traditions and norms while viewing societal change with suspicion.
Those with a culture which scores high, on the other hand, take a more pragmatic approach: they
encourage thrift and efforts in modern education as a way to prepare for the future.

In the business context, this dimension is referred to as “(short-term) normative versus (long-
term) pragmatic” (PRA). In the academic environment, the terminology Monumentalism versus
Flexhumility is sometimes also used.

INDULGENCE VERSUS RESTRAINT (IND)

Indulgence stands for a society that allows relatively free gratification of basic and natural human
drives related to enjoying life and having fun. Restraint stands for a society that suppresses
gratification of needs and regulates it by means of strict social norms.

♦ Try our Country Comparison tool or compare your personal preferences to the scores of a
country of your choice, with Culture Compass™ ♦

ABOUT THE RESEARCH

Professor Geert Hofstede conducted one of the most comprehensive studies of how values in the
workplace are influenced by culture. He analysed a large database of employee value scores
collected within IBM between 1967 and 1973.

Listening Skills

Listening is so important that many top employers provide listening skills training for their
employees. This is not surprising when you consider that good listening skills can lead to better
customer satisfaction, greater productivity with fewer mistakes, and increased sharing of
information that in turn can lead to more creative and innovative work.

Many successful leaders and entrepreneurs credit their success to effective listening skills.
Richard Branson frequently quotes listening as one of the main factors behind the success of
Virgin.

Effective listening is a skill that underpins all positive human relationships.

Spend some time thinking about and developing your listening skills – they are the building blocks
of success.

A greater number of friends and social networks, improved self-esteem and confidence, higher
grades at school and in academic work, and even better health and general well-being.

Studies have shown that, whereas speaking raises blood pressure, attentive listening can bring it
down.

Listening is Not the Same as Hearing

Hearing refers to the sounds that enter your ears. It is a physical process that, provided you do
not have any hearing problems, happens automatically.

Listening, however, requires more than that: it requires focus and concentrated effort, both mental
and sometimes physical as well.

Listening means paying attention not only to the story, but how it is told, the use of language and
voice, and how the other person uses his or her body. In other words, it means being aware of
both verbal and non-verbal messages. Your ability to listen effectively depends on the degree to
which you perceive and understand these messages.
Listening is not a passive process. In fact, the listener can, and should, be at least as engaged in
the process as the speaker. The phrase ‘active listening’ is used to describe this process of being
fully involved.

We Spend a lot of Time Listening

Adults spend an average of 70% of their time engaged in some sort of communication.

Of this, research shows that an average of 45% is spent listening compared to 30% speaking,
16% reading and 9% writing. (Adler, R. et al. 2001). That is, by any standards, a lot of time
listening. It is worthwhile, therefore, taking a bit of extra time to ensure that you listen effectively.

The Purpose of Listening

There is no doubt that effective listening is an extremely important life skill. Why is listening so
important?

Listening serves a number of possible purposes, and the purposeof listening will depend on the
situation and the nature of the communication.

To specifically focus on the messages being communicated, avoiding distractions and

preconceptions.
To gain a full and accurate understanding into the speakers point of view and ideas.
To critically assess what is being said. (See our page on Critical Thinking for more).
To observe the non-verbal signals accompanying what is being said to enhance understanding.
To show interest, concern and concentration.
To encourage the speaker to communicate fully, openly and honestly.
To develop an selflessness approach, putting the speaker first.
To arrive at a shared and agreed understanding and acceptance of both sides views.
Often our main concern while listening is to formulate ways to respond. This is not a function of
listening. We should try to focus fully on what is being said and how it's being said in order to
more fully understand the speaker.

Effective listening requires concentration and the use of your other senses - not just hearing the
words spoken.

Listening is not the same as hearing and in order to listen effectively you need to use more than
just your ears.

Barriers to Effective Listening

To improve the process of effective listening, it can be helpful to turn the problem on its head and
look at barriers to effective listening, or ineffective listening.

For example, one common problem is that instead of listening closely to what someone is saying,
we often get distracted after a sentence or two and instead start to think about what we are going
to say in reply or think about unrelated things. This means that we do not fully listen to the rest of
the speaker’s message.

This problem is attributed, in part, to the difference between average speech rate and average
processing rate. Average speech rates are between 125 and 175 words a minute whereas we
can process on average between 400 and 800 words a minute. It is a common habit for the
listener to use the spare time while listening to daydream or think about other things, rather than
focusing on what the speaker is saying.

Of course the clarity of what the speaker is saying can also affect how well we listen. Generally
we find it easier to focus if the speaker is fluent in their speech, has a familiar accent, and speaks
at an appropriate loudness for the situation. It is more difficult, for example, to focus on somebody
who is speaking very fast and very quietly, especially if they are conveying complex information.

We may also get distracted by the speaker’s personal appearance or by what someone else is
saying, which sounds more interesting.

These issues not only affect you, but you are likely to show your lack of attention in your body
language.

Generally, we find it much harder to control our body language, and you are likely to show your
distraction and/or lack of interest by lack of eye contact, or posture. The speaker will detect the
problem, and probably stop talking at best. At worse, they may be very offended or upset.

Becoming an Active Listener

There are five key active listening techniques you can use to help you become a more effective
listener:

1. Pay Attention

Give the speaker your undivided attention, and acknowledge the message. Recognize that non-
verbal communication also "speaks" loudly.
Look at the speaker directly.
Put aside distracting thoughts.
Don't mentally prepare a rebuttal!
Avoid being distracted by environmental factors. For example, side conversations.
"Listen" to the speaker's body language .

2. Show That You're Listening

Use your own body language and gestures to show that you are engaged.

Nod occasionally.
Smile and use other facial expressions.
Make sure that your posture is open and interested.
Encourage the speaker to continue with small verbal comments like yes, and "uh huh."
3. Provide Feedback

Our personal filters, assumptions, judgments, and beliefs can distort what we hear. As a listener,
your role is to understand what is being said. This may require you to reflect on what is being said
and to ask questions.

Reflect on what has been said by paraphrasing. "What I'm hearing is... ," and "Sounds like you
are saying... ," are great ways to reflect back.
Ask questions to clarify certain points. "What do you mean when you say... ." "Is this what you
mean?"
Summarize the speaker's comments periodically.

Tip:
If you find yourself responding emotionally to what someone said, say so. And ask for more
information: "I may not be understanding you correctly, and I find myself taking what you said
personally. What I thought you just said is XXX. Is that what you meant?"
4. Defer Judgment
Interrupting is a waste of time. It frustrates the speaker and limits full understanding of the
message.

Allow the speaker to finish each point before asking questions.

Don't interrupt with counter arguments.
5. Respond Appropriately
Active listening is designed to encourage respect and understanding. You are gaining information
and perspective. You add nothing by attacking the speaker or otherwise putting her down.

Be candid, open and honest in your response.

Assert your opinions respectfully.
Treat the other person in a way that you think she would want to be treated.
Infographic

Listening Skills Infographic

Key Points

It takes a lot of concentration and determination to be an active listener. Old habits are hard to
break, and if your listening skills are as bad as many people's are, then you'll need to do a lot of
work to break these bad habits.

There are five key techniques you can use to develop your active listening skills:

Pay attention.
Show that you're listening.
Provide feedback.
Defer judgment.
Respond appropriately.
Start using active listening techniques today to become a better communicator, improve your
workplace productivity, and develop better relationships.

Verbal Communication Skills

Verbal communication is the use of words to share information with other people. It can therefore
include both spoken and written communication. However, many people use the term to describe
only spoken communication. The verbal element of communication is all about the words that you
choose, and how they are heard and interpreted.

Clarity of speech, remaining calm and focused, being polite and following some basic rules of
etiquette will all aid the process of verbal communication.

Ambiguity and Clarity:

The ambiguity occurs when a word or phrase has more than one meaning. It is also a fact that
ambiguity tends to increase with frequency of usage. Here it is important to understand the
ambiguity and its common usage rather than multifaceted types and different situations.
Ambiguity and its fallacies can stretch from linguistic to scientific covering commercial aspects
and technicalities. It is important to know that technically or scientifically ambiguity may be
ineffective in its significant way. However, linguistically it may cause a disaster or a lesser
damage.

The clarity of communication, whether in words or deeds, often reflects a balanced attitude of a
person. In such a situation communication clarity will make the aims achievable. The use of
simple and appropriate words and phrases will make the whole episode of life an achiever. It
holds water very high in political, business like, commercial and cultural fields.