Intro-Communication Skills-R-2020

Communication Skills
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What is communication?
 What do you think communication is?
How would you define it?
 “You cannot not communicate”.

 Take a few moments – Gather your
thoughts…
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Communication
 Mark Twain said, most conversation is a
monologue in the presence of witnesses.
 Effective communication is more than what
you say.
 It is how you say it. Video
 It's presenting yourself and your message to
have the most impact on people (ROI)to get
the results you really want in work and life.
 It also reminds us - communication always
is a two way traffic.
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The Process of Communication
 Communication is a process that
involves the transmission of
meaningful information from one
party to another through the use
of shared symbols.
 Communication from Latin verb
“communicare” = make common ,
share, participate, impart .
 It is successful when meaning is
understood.
 It is the basis of all interactions.
2. Communication
 Communication is defined as the interchange
of thoughts or opinions through shared
symbols; e.g. language, words, phrases,
body language, sounds etc.
 Some synonyms of the word communication

are: message, directive, word, communion,
intercommunication, converse, discussing,
talking, conversation, advice, news, tidings.
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Seven Communication Myths
1. We only communicate when
we want to communicate
2. Words mean the same to both
the speaker and the listener
3. We communicate chiefly with
words
4. Nonverbal communication is
passive communication
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Seven Communication Myths
5. Communication is a one way
street
6. The message we communicate
is the message that the
listener receives
7. There is no such thing as too
much information
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Good communicators….
Know what they want to say

Establish and maintain
relationships
 Understand others perspective
 Active listeners
 Understand and clarify
messages 10/28/202
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Communication
 We need to connect with people, sooner
rather than later, to have the best effect
on them.
 Dothis well, and you go far beyond
Twain's fear of monologues that miss the
mark.
 Yougain influence, strengthen trust,
build relationships.
 Humans are Social Beings
 Chambal Dacoit. 10/28/202
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Why we communicate- Functions
We communicate to:
1. Share our ideas and opinions
2. Provide feedback to others
3. Get information from others
4. Gain power and influence
5. Problem solving
6. Decision making
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Why we communicate- Functions
We communicate to:
7. Facilitate change
8. Develop social relationships, group
building, gate keeping, industrial relations.
9. Play Management roles: Motivating, job
instructions, performance feedback,
controlling, ensuring effectiveness etc.
10. Maintain self-expression and our culture
11.Spreading rumours or grapevine
12.Emote -portray emotion in a theatrical
manner. 10/28/202
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Communication
 Developing business relationships is like
building a bridge from where you are to
where you and the organization need to
be.
 In business, conflicts arise, change is
constant, and unleashing innovation is
vital to your career.
 Ifyou intend to thrive, then building
business relationships will give you an
edge in this global economy.
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Gossip- Triple Test (Socrates)
Is it True? Is it something Good about
my friend? Is it useful to me?
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As usual Einstein was right!
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Notice in a Restaurant
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Communication Problem
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Illusion of communication
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ESTABLISHING RAPPORT
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For Effective Communication
Rapport is Essential
Rapport- “a close and harmonious
relationship in which the people or groups
concerned understand each other's feelings
or ideas and communicate well.”
Harmony- The combination of simultaneously sounded musical notes to produce a
pleasing effect.
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Communication is critical
 People are our

greatest resource.
 Most of everything
you’ll ever want in
life, you’ll need
someone else to help
you get it.
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Creating Rapport
 Humans are social
animals.
 You can’t always be
alone.
 The benefits of creating
and maintaining rapport
with other human
beings are enormous, so
unless it comes
naturally to you, it’s
an essential skill worth
learning.
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Rapport - Definition
 A dictionary definition describes it as
relation;
‘
connection,
harmonious or
sympathetic
relation’.
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Rapport - Important
 It’s all about
communicating
effectively in your
life to strengthen
your connection
with people and
ensure you are
understood.
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Ways to Develop
a Good Rapport
1. Don’t criticize, condemn or
complain.
2. Give honest and sincere
appreciation.
3. Become genuinely
interested in other people.
4. Smile. (Video)
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Ways to Develop
a Good Rapport
5. Remember that a person’s
name is to that person the
sweetest and most
important sound, in any
language.
6. Be a good listener.
Encourage others to talk
about themselves.
7. Eye Contact
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Ways to Develop
a Good Rapport
8. Make the other person feel
important. And do it sincerely.
9. Show respect for the other person’s
opinions. Never say, “You’re wrong”
10. If you are wrong, admit it quickly
and emphatically.
11. Let the other person save face.
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How do you go about
Establishing Rapport?
• You need Self-Confidence
• You must Understand People
• You must be Enthusiastic
• You must make Eye Contact
• You must be Interested in
them
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Communicating with confidence
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Communication is a Series of
Experiences of
Hearing Smell
Seeing
Touch
Taste
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The world around us
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Same hardware: Different operating systems
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Meaning of Communication
• "Communication" is a word with a rich
history. From the Latin communicare,
meaning to impart, share, or make
common, it entered the English
language in the fourteenth and fifteenth
centuries.
• By virtue of its Latin origin it is also the

source of the English word ‘common’.
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Meaning of Communication
• Whatever is coMMon is shared by
all.
• Hence the sense of ‘sharing’ is
inherent in the very origin and
nature of coMMunication.
• In communication we share
‘information’, i.e. something to tell,
in whatever way we like, or as the
situation demands. 10/28/202
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Communication
• Communication is a
dynamic (-of a process or system-
characterized by constant change,
activity, or progress).process…a
series of actions or steps taken in order to achieve a particular end.
• Through this process we

convey a thought or feeling to
someone else
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Communication
• How it is received
depends on a set of
events, stimuli, that person
is exposed to.
• How you say what you

say plays an important role
in communication (NO).
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Video
PT English
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What the Govt. wants to say and how it says!
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Bhayandar station Notice -
Sorry for incontinence
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SOCIAL ASPECT
•Communication is a social
activity, it is the most important of
all our activities as it has helped us
to organize ourselves as a civilized
society.
• All communication is based on,
and is guided by role-
relationships. 10/28/202
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SOCIAL ASPECT
•Communication is essentially the ability
of one person to make contact with
another and to make himself or herself
understood.
• In other words, communication is the

process by which meanings are
exchanged between people through the
use of a common set of symbols and
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sounds. 0
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Missed communication
As the Manager As Purchasing As Marketing

Requested it. ordered it. wrote it up.
As the Art Dept. As the Supervisor What the Employee

designed it. implemented it. really wanted!
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70 % or all our communication
efforts can be :
misunderstood, misinterpreted,
rejected, disliked, distorted, or not
heard (in the same language, same
culture)!
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Why do we Mis-Communicate?
• Lack of Clarity
• Lack of vocabulary to
express thoughts and feelings
• Lack of fluency
• Lack of listening ability

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Success for YOU in the new global and
diverse workplace requires excellent
communication skills!
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Communication Thoughts
• Communication is an inherent need
present in us through which we convey
to the other person what we want from
them and/or the interaction.
• Communication is not just about the
language.
• The words are only instruments,
which help in carving out the perfect
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message. 0
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Communication Thoughts
• Effective communicators are

creative and flexible in the way
they communicate.
• This flexibility helps them adapt
to the situation and mould the
communication to achieve the
objective. 10/28/202
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Process of Communication
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The Communication Process
Basic Model
5.
Feedback travels
to sender
1. 2. 3. 4.
Sender has Sender Message Receiver
idea encodes travels decodes
idea in over message
message channel
6.
Possible additional
feedback to receiver
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Process of communication
The process of communication is explained as;
 First an idea or message is encoded by the
encoder (the sender) through a channel
which can be understood by the decoder (the
receiver).
 If the decoder understands the message,
fidelity of communication is said to be 100%.
 Anything that obstructs communication is
said to be Barrier such as noise etc.
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1. Sender: The sender is any one who
wishes (i) to convey an idea (ii) to seek
information (iii) to express a thought or
emotions.
2. Encoding: The sender encodes the idea
by selecting symbols with which he can
compose a message.
3. Message: The message is what is
conveyed by the sender. It is the heart of
communication.
4. Channel: The message is sent through
a channel, which is communication
carrier. 10/28/202
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5. Receiver: The receiver is the person
who is supposed to receive the message.
6. Decoding: It is the process by which
the receiver translates the message into
the terms that are meaningful to him.
7. Feedback: It is the response by the
receiver to the sender’s message.
8. Noise: It is any interference with a
message that hampers the sharing of
meaning between the sender and the
receiver.
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David Berlo's
Model of
Communication
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 In 1960, David K. Berlo, wrote a book
entitled El Proceso de la
BACKGROUND Comunicación or The Process of
Communication.
 This work focused on the purpose and
objectives of communication and
David K. Berlo and his book, El addressed Berlo's model of
Proceso de la Comunicación
published in 1960. communication which he developed
from Claude Shannon and Warren
Weaver's Mathematical Model.
 In this book, Berlo quoted Aristotle,
saying that “…the prime goal of
communication was persuasion, an
attempt to sway other men to the
speaker's point of view” (Berlo,
David K., 1960, p. 8).
 His model includes verbal and non-
verbal communications. It also
considers the emotional aspect of the
message.
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The FOCUS
David K. Berlo's Model of Communication
focuses on four elements, namely:
 the Source (S),
 the Message (M),
 the Channel (C), and the
 Receiver (R).
 Under each of these are different
factors that affect the communication
process. This model is an example of a
linear model of communication.
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The S-M-C-R Model of
Communication
Source Encodes Message Channel Decodes Receiver
Communication Content Hearing Communication
Skills Skills
Elements Seeing
Attitudes Attitudes
Treatment Touching
Knowledge Knowledge
Structure Smelling
Social System Social System
Code Tasting
Culture Culture
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The SOURCE
 The Source (S) is the origin of the message. Also
called the speaker, sender, or the encoder.
 Factors affecting the Source:
 Communication Skills – the ability of the speaker to
communicate the message. It refers to his or her
ability in speaking, listening, reading, writing,
debating, and asking/answering questions.
 Attitudes – the speaker's attitude towards the
listeners, to the subject matter, and even to himself
or herself.
 Knowledge – how familiar, informed or educated is
the speaker about the subject matter he or she will
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tackle. The source must be an expert about his or
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her subject.
The SOURCE (Cont.)
 Factors affecting the Source:
 Social System – the social background.
Refers to the system of values, beliefs,
religion, culture, and tradition of a
certain society, affecting the common
understanding of the people.
 Culture – “the total way of life of a
people [in a society].” (Geertz, Clifford,
1973)
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The MESSAGE
 The Message (M) is the idea, opinion, emotion,
or information conveyed by the speaker.
 Factors affecting the Message:
 Content – what is contained in the message.
 Elements – the language, gestures, facial
expressions, and postures used by the speaker
to express his or her thoughts.
 Treatment – how the message is being handled
or treated by the speaker. The way the
message is delivered to the audience.
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The MESSAGE (Cont.)
 Factors affecting the Message:
 Structure – how the message is arranged.
The source must arrange his or her message
in the most favorable manner possible to
avoid distortion and miscommunication.
 Code – includes the language, body

movements, gestures, and expressions used
by the speaker.
 He or she must be accurate in using these
codes to avoid distortion and
misinterpretation of the message.
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The CHANNEL
 The Channel (C) is the medium through which
the message is delivered from the source to
the receiver. The five senses.
 Factors affecting the Channel:
 Hearing – the faculty of the ears. Used in
hearing speeches and oral activities.
 Seeing – the faculty of the eyes. Used in
watching visual presentations.
 Touching – the faculty of the skin or hands.
Used to hold materials.
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The CHANNEL (Cont.)
 Factors affecting the Channel:
Smelling – the faculty of the nose.
Used to distinguish different types
of odor.
Tasting – the faculty of the
tongue. Used to differentiate
flavor.
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The RECEIVER
 The Receiver (R) is the one who receives,
understands, analyzes, and interprets the message.
Also known as the listener, audience, or the
decoder.
 According to Berlo's model, communication will
take place properly if the receiver is on the same
level with the speaker. Hence, the factors that
influence the receiver and the source are the
same.
 Factors affecting the Receiver:
 Communication Skills – the receiver should
possess good communication skills to be able to
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understand the message delivered by the source.

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The RECEIVER (Cont.)
 Factors affecting the Receiver:
 Attitudes – the receiver should have the
right attitude towards the source, the
message, and towards himself or herself to
be able to grasp the message in a positive
way.
 Knowledge – the receiver must know
something about the subject.
 SocialSystem – the receiver should be of the
same social system as the speaker.
 Culture – the receiver must have the same
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cultural background with the source.

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The DISADVANTAGES
 It is a linear model of communication; therefore,
it does not give much credit to feedback.
 It does not include the barriers of communication.
 It does not mention communication interference
or “noise.”
 The claim that the source and the receiver must
be on the same level when it comes to
communication skills, attitudes, knowledge, social
system, and culture is quite impossible.
 No two individuals have the same level
of experience.
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Communication Process
Noise Message Noise
Encode Decode
Sender CHANNEL Receiver

Decode Encode
Noise Feedback Noise
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Process – The Sender
• “Initiator” of the message
• Goal: Transit/convey message to the
receiver
• Must choose appropriate
verbal/non-verbal codes
• Encoding depends on Sender’s
communication skills, experiences,
attitudes, beliefs and perceptions
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Process – The Message
• Message – “Encoded idea transmitted by
sender to receiver
• “KISS” Principle – Keep It Short and
Simple!
• The Content – The idea within the
message.
• The Treatment – The ordering of the content
• Effective Communication is knowing
“when” to say “what” 10/28/202
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Process – The Medium & Channel
• Medium – both verbal (oral/written) and
non-verbal
• Channel – Face-to-Face, Speech,
Telephone, E-mails, Letters, Memos,
Billboards
• The objective of the communication
decides the selection of the medium and
channel
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Process – The Feedback
• Feedback helps the sender

determine if the message
transmission has been
successful
• Feedback may be verbal or
non-verbal
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Process – The Noise
• Noise is an “obstruction,” that

hampers the transmission of the
message/feedback
• Noise can be divided into:
• External noise
• Internal noise
• Semantic noise 10/28/202
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Psychologically, the Endomorph is:
• Sociable
• Fun-loving
• Love of food
• Tolerant
• Even-tempered
• Good humored
• Relaxed
• With a love of comfort
• And has a need for affection
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Mesomorphs are generally considered
as 'well-proportioned'. Psychologically,
they are:
• Adventurous
• Courageous
• Indifferent to what others think or
want
• Assertive/bold
• Zest for physical activity
• Competitive
• With a desire for power/dominance
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• And a love of risk/chance 0

Psychologically Ectomorphs are:
Even though they may eat as much as the endomorph, they
never seem to put on weight.
• Self-conscious
• Private
• Introverted
• Inhibited
• Socially anxious
• Artistic
• Intense
• Emotionally restrained 10/28/202
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Thoughtful
Four Personality Types
 Four temperaments is a proto-psychological
Relation of various four temperament theory that suggests that there are four
theories
fundamental personality types. Greek
Type Eleme physician Hippocrates (c. 460 – c. 370 BC)
nt
described the four temperaments
Melancholic Earth
 Sanguine (optimistic and social).
Phlegmatic Water  Choleric (short-tempered or
irritable, Executant, optimistic).
 Melancholic (analytical, thinker,
Sanguine Air
introvert and quiet), and
 Phlegmatic (relaxed, introvert,
pessimistic and peaceful).
Choleric Fire  Most formulations include the
possibility of mixtures of the types.
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“Popular” Sanguine “Let’s have fun!”
 Strengths:
Great front-door person,
enthusiastic and expressive,
makes friends easily—never met a
stranger,
creative and fun,
volunteers for jobs,
talkative,
storyteller
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 Weaknesses:
 Doesn’t remember names,
 doesn’t have much follow-through,
 talk too much,
 exaggerates,
 many fans but few friends,
 self-centered,
 disorganized,
 manipulates through charm
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Solutions:•
Talk ½ as much •
Stop exaggerating •
Learn to listen •
Write things down •
Focus on developing deep
friendships
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 Tips for relating with “Popular” Sanguine:
 Recognize they talk without thinking first
 Recognizethey have a hard time
accomplishing tasks
 Helpthem keep from accepting more than
they can do
 Say yes when they want to say no
 Remember they are circumstantial and
emotional
 Recognize they mean well 10/28/202
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“Perfect” Melancholy “Let’s get organized!”
 Strengths:
 Analytical,
 genius prone,
 plans and organizes,
 neat and orderly.
 can be counted on to finish a job,
 detail-oriented,
 economical,
 compassionate,
 perfectionists,
 creative 10/28/202
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 Weaknesses:
Easily depressed,
assumes worst in people and
situations,
low-self image,
procrastinate through planning,
has unrealistic expectations,
can bring a cloud into a room
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 Solutions:•
Realize no one likes a gloomy
person •
Don’t take things so personally •
Look for the positives •
Plan less, do more •
Lower your standards
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 Tips for relating with “Perfect”
Melancholy: •
Know they are very sensitive and get
hurt easily •
Recognize they are naturally
pessimistic.
Try to keep a reasonable schedule •
Realize necessity of neatness •
Accept that they like it quiet
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“Powerful” Choleric “Let’s get moving!”
 Strengths:
 Born leader,
 Self driven,
 goal-oriented,
 strong-willed,
 can run anything,
 thrives on opposition,
 independent,
 makes split-second decisions,
 solves problems,
 is usually right 10/28/202
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Weaknesses:
Doesn’t see faults,
compulsive worker,
needs control,
can come off bossy,
not so good people skills
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 Solutions:•
Learn to relax and not feel guilty
Allow others to take charge •
Admit faults •
Practice patience •
Tone down approach
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 Tips
for relating with “Powerful”
Choleric: •
Recognize they are born leaders •
Insist on two-way communication •
Know they don’t mean to hurt •
Understand they are not naturally
compassionate •
Understand they may see things black
and white, not many shades of gray
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“Peaceful” Phlegmatic “Let’s relax!”
 Strengths:
 Easy-going,
 low-key,
 inoffensive,
 patient,
 calm,
 cool,
 collected,
 realistic,
 mediator,
 good listener 10/28/202
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 Weaknesses:
 Not enthusiastic,
 dislikes change,
 procrastinates,
 can seem lazy,
 indecisive,
 emotionally closed,
 avoids conflict,
 has a hard time with disciplines
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Solutions: •
Show some enthusiasm! •
Try something new •
Learn to communicate
feelings •
Practice making decisions •
Learn to say no
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 Tips
for relating with “Peaceful”
Phlegmatic •
Realize they need direct
motivation
Helpthem set goals and make
rewards •
Don’t expect enthusiasm •
Force them to make decisions •
Don’t heap all the blame on them
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Four personality Types (Hippocrates)-
Summary
 Four temperaments is a proto-psychological
theory that suggests that there are four
fundamental personality types,
 sanguine (enthusiastic, active, and social),
 choleric(short-tempered, fast, or
irritable),
 melancholic (analytical, wise, and quiet),
and
 phlegmatic (relaxed and peaceful).
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Personalities and Careers (John Holland)
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Familiar vs. Unfamiliar words
• Communicate to express, not impress!
• Prefer ‘happy’ to ‘exultant’
• Prefer ‘angry’ to ‘livid’
• Prefer ‘joy’ to ‘euphoria’
• Prefer ‘try’ to ‘endeavor’
• Prefer ‘do’ to ‘perform’
• Prefer ‘find out’ to ‘ascertain’
• Prefer ‘gives’ to ‘generates’
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Unfamiliar words
Shashi Tharoor: Do you

know what Farrago mean?
Rajnath Singh: Faraar &
Go, matlab Faraar hojana.
farrago definition: 1. a confused mixture:
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Long words
 Floccinaucinihilipipification (29
letters)
This is found in the Oxford English Dictionary, and means
"the action or habit of estimating something as worthless".
 Supercalifragilisticeplalidocious (34 letters)
From the movie Mary Poppins. It means “God".
 Antidisestablishmentarianism(28 letters)
"a doctrine of opposition to disestablishment (withdrawal
of state patronage, support, or exclusive recognition from
a church)".
It is said to have been used once by British Prime Minister
William Ewart Gladstone (1809 - 1898).
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Favourite words of Shashi Tharoor
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Macadamize
macadamize
 or (especially British) macadamise
 [muh-kad-uh-mahyz]
 verb (used with object), macadamized, mac
adamizing.1.to pave by laying and compactin
g successive layers of broken stone,
often with asphalt or hot tar.
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Abstract vs. Concrete words: Example
• Abstract: I will give you the report as soon as possible.
• Concrete: I will email you the report by 5:00 p.m.
• Abstract: Our revenues have improved.

• Concrete: Out revenues have increased by 30% for the
fourth quarter.
• Abstract: To excel in college, you will have to work hard.

• Concrete: To excel in college, you will have to attend all
lectures, prepare all notes, prepare for the lectures in
advance, and complete several practice tests.
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Denotation – Connotation
Denotation is the strict dictionary meaning of a
word.
Connotation is the emotional and imaginative
association surrounding a word.
 Skinny, thin, and slender. These three words all
mean being underweight. But the connotations differ
since the suggested meanings of skinny and thin are
more negative than slender, with skinny even more
negative than thin. Slim and Trim
 Childlike and childish both mean characteristic of a
child; however, childlike suggests innocence, meekness
and wide-eyed wonder, while childish suggests
immaturity, pettiness, and willfulness.
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Denotation - Connotation
 New denotes of recent origin, but the
connotation can suggest better, improved
 Cheap and inexpensive both denote not
costly, but the connotation of cheap suggests
something is of poor quality whereas
inexpensive does not.
 Often connotation is a result of the context
of a word.
 For instance, if one says that the dog barked,
the connotation is neutral, but if one says that
the manager barked orders at his staff, the
connotation is clearly negative.
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Politically Incorrect Language
Politically Incorrect Version Politically Correct Version
Forefathers Ancestors
Policeman Police Officer
Firemen Fire Fighters
Steward/Stewardess Flight Attendant
Workman Worker
Cameramen Camera Crew
Manpower Employees/Staff
Salesman/Saleswoman Sales Executive
Housewife Homemaker0
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Profanity (Obscenity) in Language
Profanity Types Description
Dysphemistic (derogatory) When profane language is used to make the
profanity (Opposite of receiver think about negative and/or
euphemistic) provocative matter; for instance, “I will go and
take a piss.”
Abusive profanity When profane language is used to insult the
receiver; for instance, “Bloody Negro!”
Idiomatic profanity When profane language is used to arouse
interest or to show off; for instance, “Shit! I got
………last night.”
Emphatic profanity When profane language is used to emphasize a
point by swearing; for instance, “Frankly my
dear, I don’t give a damn!”
Cathartic profanity (Providing When profane language is used in reaction to
psychological relief) unfortunate incident;
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for instance, “Shit, I
spilled my coffee!”
Examples of euphemisms that fall into this
category include:
 Passed away instead of died
 Correctional facility instead of jail
 Departed instead of died
 Differently-abled/Challenged instead of
handicapped or disabled
 Ethnic cleansing instead of genocide
 Turn a trick instead of engage in
prostitution
Euphemism- A mild or indirect word or expression substituted for one
considered to be too harsh or blunt when referring to something
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unpleasant or embarrassing.
0
Examples of euphemisms that fall into
this category include:
 Negative patient outcome instead of dead
 Relocation center instead of prison camp
 Collateral damage instead of accidental
deaths
 Letting someone go instead of firing
someone
 Put to sleep instead of euthanize
 Pregnancy termination instead of abortion
 On the streets instead of homeless
 Homebound persons instead of bedridden
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The Lexiconic Life Cycle
• Lexicon – Collection of words, phrases, and
expressions that make up a language.
• Etymology – Study of words – their origin, form,
historical development, growth and decline
• Some words also get added to the lexicon owing
to their frequency of use and familiarity. For
example, the word “Google” was added in 2006.
• Latest Hindi words in English Lexicon-
Keema, Papad, Salwar kameez
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70 Hindi words added in 2018
 From endearing words like ‘Abba’ and ’Anna’ to Indian
delicacies like ‘gulab jamun’ and ‘vada’ can now be found
in the Oxford English Dictionary (OED).
 As per the latest list of inclusions, 70 new Indian words from
Telugu, Urdu, Tamil, Hindi and Gujarati languages have been
added to the dictionary.
 Several most-commonly used words in India like ‘jugaad’,
’dadagiri’, ‘achcha’, ‘bapu’ and ‘surya namaskar’ are now
part of the Oxford dictionary, the OED said in a statement.
 Many of the words describe food and relationships, such as
‘anna’ (elder brother), ‘abba’ (father), ‘gulab jamun’,
’mirch masala’, ‘keema’, ‘funda’ and ‘chamcha’
 Oftenly used terms like ‘timepass’, ‘natak’ and ‘chup’ also
have their meanings in the dictionary now.
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Pidgin Language
 A pidgin or pidgin language, is a grammatically
simplified means of communication that develops
between two or more groups that do not have a
language in common: typically, a mixture of simplified
languages or a simplified primary language with other
languages' elements included.
 It is most commonly employed in situations such
as trade, or where both groups speak languages
different from the language of the country in which
they reside (but where there is no common language
between the groups).
 Fundamentally, a pidgin is a simplified means of linguistic
communication, as it is constructed impromptu, or by
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convention, between individuals or groups of people.
0
LANGUAGE SAMPLES FROM PIDGIN SPEAKERS
WHOSE FIRST LANGUAGE IS PHILIPPINE
MF64M hi kam gro da faemili. The family began to grow up.
he halp da medisin. The medicine helps.
MF71H
hi shut me da gan. The gun will shoot me.
MF74O
ai dono wea dei kam fram da I don't know where the sharks
sak. come from.
MF64K
no good da luna. The foreman (was) no good.
(There were) more Ilocano
mo plaeni da ilokano en da
MF64M (speakers) than Tagalog
tagalog.
(speakers).
The salary (was) only 240
FF70H
oni tu handrid poati da salari.
(pesos).
MF69M
papaya, daet wan. gud, That one's a papaya. (They're)
papaya. good, papayas.
MF64M
wok had diws pipl. These people work hard.
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MF85O
he get da hawaian waif. He has a0 Hawaiian wife.
MF69H
had to fain da waif hia. It's hard to find a wife here.
LANGUAGE SAMPLES FROM PIDGIN SPEAKERS
WHOSE FIRST LANGUAGE IS PHILIPPINE
MF64M hi kam gro da faemili. The family began to grow up.
yu no dis wan, a, da pig, a? da You know this stuff, pork, yes?

MF69H mit, pig. arait. yu mek gu da The meat, pork. All right, you
slais. cut a good slice.
MF71H
lilibit ai no nau da baibal-- I now know the Bible a little--
istawri pram da gad. God's story.
I know what hard work is, my
MF71H
ai no da had wrka, mai pren.
friend.
MF75M
no kaen du nating abaut da (They) can't do anything about
eniting insaid da haus. anything inside the house.
ai meik da paip. you no da I made pipes. You know one can
MF85O bambu, hi kaen. yae, da (do that) with bamboo. Yeah,
bambu. with bamboo.
MF69H
oni tek tu slais da bred aen, a, (I) just take two slices of bread
wan da eg. and one egg.
mai neiba hauli oa dea awl All that 0time my white neighbors
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MF70H daet taim dei drink da bia bat over there were drinking beer,
Word Whiskers
• Word Whiskers – Meaningless sounds,
words, or phrases injected into a speech
when a speaker has run out of words and
is searching for words.
• Examples: umm, eh, err, okay, like,
anyway, etc.
• This can be eliminated by practicing what
to say and by inserting appropriate
pauses. 10/28/202
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The Pause
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The Pause
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To Whom It May Concern
Trevor Adams, my assistant programmer, can always be found
hard at work in his cubicle. Trevor works independently, without
wasting company time talking to colleagues. Trevor never
thinks twice about assisting fellow employees, and he always
finishes given assignments on time… Often he takes extended
measures to complete his work, sometimes skipping coffee
breaks. Trevor is a dedicated individual who has absolutely no
vanity in spite of his high accomplishments and profound
knowledge in his field.. I firmly believe that Trevor can be
classed as a high-calibre employee, the type that cannot be
dispensed with. Consequently, I truly recommend that Trevor be
promoted to executive management, and a proposal will be
executed as soon as possible.
Yours Sincerely
Bill Manager 10/28/202
0
Addendum……
The idiot was standing

over my shoulder while I
wrote this report.
Kindly re-read only

every second line.
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0
To Whom It May Concern
Trevor Adams, my assistant programmer, can always be found
hard at work in his cubicle. Trevor works independently, without
wasting company time talking to colleagues. Trevor never
finishes given assignments on time… Often he takes extended
breaks. Trevor is a dedicated individual who has absolutely no
knowledge in his field.. I firmly believe that Trevor can be
classed as a high-calibre employee, the type that cannot be
dispensed with. Consequently, I truly recommend that Trevor be
executed as soon as possible.
Yours Sincerely
Bill Manager 10/28/202
0
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LETTER OF RECOMMENDATION
Bob Smith, my assistant programmer, can always be found
hard at work in his cubicle. Bob works independently, without
wasting company time talking to colleagues. Bob never
finishes given assignments on time. Often Bob takes extended
breaks. Bob is a dedicated individual who has absolutely no
knowledge in his field. I firmly believe that Bob can be
classed as a high-caliber employee, the type which cannot be
dispensed with. Consequently, I duly recommend that Bob be
sent away as soon as possible.
Sincerely,
Project Leader
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0
LETTER OF RECOMMENDATION
Bob Smith, my assistant programmer, can always be found
hard at work in his cubicle. Bob works independently, without
wasting company time talking to colleagues. Bob never
finishes given assignments on time. Often Bob takes extended
breaks. Bob is a dedicated individual who has absolutely no
knowledge in his field. I firmly believe that Bob can be
classed as a high-caliber employee, the type which cannot be
dispensed with. Consequently, I duly recommend that Bob be
sent away as soon as possible.
Sincerely,
Project Leader
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Language –A Barrier as well as not a
barrier with other forms of
expression.
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Language –A Barrier as well as not a
barrier with other forms of expression.
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Communication and Committment
 You can’t “un-ring” a bell. It’s just a
fact. And the same is true in
communication.
 Oncesomething has been
communicated, expectations are set
and any deviation from expectations
can erode credibility.
 Understand
this: when you
communicate, you commit.
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Communication can make or break you
Dealing with your family.
Dealing with your boss
Dealing with your
subordinates
Dealing with your friends
Dealing with your doctor
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Each one has his or her own
style
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Communication can make or break you
 Dealingwith the public – Placing an
order in a restaurant etc.
 Facing
an interview – Promotion or a
new job
 Making
a presentation or selling a
proposal
 Workon the 6 pillars – one or more of
them.
 Seewhere you are strong and where you
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are weak
Six Pillars of Communication
 Assertiveness -Get what you want. Not a Door-mat! Let not others bulldoze
you. People should take you seriously. HDFC joint account.
 Authenticity–Be true to yourself. Express don’t try to impress. Walk your talk. . Stand
for your values. Don’t be extra polite.
 Open mindedness- Listen to others. Be Willing to consider other

perspectives. Alternative ideas. Don’t build walls but bridges.
 Empathy – Mirror neurons. Someone falling. Being understood matters to all. Trust built.
People open up when understood.
 Clarity – Communication is not what you meant to say but what the other person
receives. Intention and perception should match. Punishing a child.
 Listening- Not just open ears but let other person know that you are listening to them.
Be in the present. Get their perspective. Understand from their point of view.
 OCEALA (Video)
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Nonverbal Communication
• Message Effectiveness =
7% (verbal)+38% (Paralingual)+55% (Body)
• Several Components:
• Kinesics (bodily activity)
• Proxemics (space)
• Paralanguage (intonation, pitch and speed of
speaking, hesitation noises.)
• Haptics (touch)
• Chronemics (time)
• Artifacts (objects)
• Physical Appearance 10/28/202
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Proxemics (Space)
• Term ‘proxemics’ coined by Edward T. Hall (1963)
• Study of space and spatial distance
• Four Space Bubbles:
• Intimate Space
• Personal Space
• Social Space
• Public Space
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Haptics (Touch)
• Study of human touch and its implication in
communication
• According to Heslin (1974), there are five categories:
• Functional/professional touch
• Social/polite touch
• Friendship/warmth touch
• Love/intimacy touch
• Sexual/arousal touch
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Meaning of Touches
• There are 7 broad categories:
• Positive affect touches
• Playful touches
• Control touches
• Ritualistic touches
• Task touches
• Hybrid touches
• Accidental touches 10/28/202
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Chronemics (Time)
• Study of time and its implication in
communication
• Time often viewed as a commodity, which can
be earned, saved, spent, or wasted.
• Concept of time varies from culture to culture
• Time has 2 perspectives: monochronic
perspective (focused view – one job at a time)
& polychronic (fluid concept – multitasking).
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Artifacts (Objects)
• Artifacts – Material objects used as a form of
nonverbal communication to express an
individual’s identity.
• We select artifacts on the basis of
• how we see ourselves
• how we would like others to see us
• Artifacts are also used to convey status and power
• Artifacts can help reveal a lot about an individual.
• Since much can be determined and communicated
with the use of artifacts, one needs to be conscious of
the unconscious messages that may be sent out
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Dutta Phuge-Ramesh Wanjale
–Samrat Moze
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Physical Appearance
• Physical appearance refers to physical
characteristics or physical features of an
individual.
• It includes body type (height, weight, muscle
tone, etc.); hair type (hair color, hair texture,
hair length, hair style, etc.); face (facial
features, facial hair, skin tone, skin color, etc.);
and so on.
• Attractive individuals earn 10-15% more
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than their unattractive counterparts. 0
What colour clothes do you prefer to wear? The colours
you choose can often tell something about your
personality.
Red indicates an assertive, passionate and
enthusiastic nature
Orange means you are warm-hearted, quick-
witted and active
Yellow indicates cheerfulness, optimism and
originality
Green shows you are responsible, hopeful and
into green issues
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What colour clothes do you prefer to wear? The
colours you choose can often tell something about your
personality.
Blue displays a cool, calm and peaceful nature

Violet means you are sensitive, tasteful and artistic
is innocence, enlightenment, and efficiency
Black means you are mysterious, unconventional and
dominant
Brown indicates a trustworthy, reliable and home-
loving nature
Grey shows a desire to be anonymous
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Body Type
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Different hair styles
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Your Face- Your Personality
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Face Shapes
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TYPES OF
COMMUNICATION
• WORD- VERBAL/WRITTEN- Oral and written
o Intra verbal: intonation of word and sound(No…)
o Extra verbal: implication of words and phrases,
semantics.
• NON-VERBAL
o Gestures
o Postures
o Movements
• SYMBOLIC
• Braille
• Telegraph -Morse code
Jul 14, 2016 - “Even if a Thulla is caught demanding
money from the street vendors, we can't try him." —
Delhi CM Arvind Kejriwal in a TV interview
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Timbre- Tempo. Advertisement
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Albert Mehrabian Model
 Albert Mehrabian,
currently Professor
Emeritus of Psychology,
UCLA, has become known
best by his publications on
the relative importance of
verbal and nonverbal
messages.
 Born: November 17, 1939
(age 76), Iran
 Education: Clark
University
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EXAMPLES OF VERBAL
COMMUNICATION
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EXAMPLES OF NON-VERBAL
COMMUNICATION
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EXAMPLES OF NON-VERBAL
COMMUNICATION
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EXAMPLES OF SYMBOLIC
COMMUNICATION
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EXAMPLES OF SYMBOLIC
COMMUNICATION
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4 Main Functions of
Communication
Information Control
Communication
Emotional expression and

Motivation
Interdependence
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Personality Types Video
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BARRIERS
There are three levels at which communication takes place
1. Noticing is done with the senses, and is at the physical
level
2. Understanding is at the level of intelligence
3. Acceptance is at the emotional level
Anything that hinders the process of communication at any of

these levels is a barrier to communication
Barriers to communication can be defined as the aspects or

conditions that interfere with effective exchange of ideas or
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thoughts.
Barriers to Effective
Communication
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Barriers to Communication
• Language
• Semantics (Meaning)
• Degree of knowledge
• Bypassing (Same word different meanings – help/different)
• Inflections (change in form of the word or tone)
• Poor listening skills
• Perception
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Language Barrier
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Barriers to Communication
• Frame of reference (The neighbours laundry)

• Personal interests
• Speed of thought
• Physical distractions
• Lack of trust
• Inadequate feedback (Whatsapp/mail)
• Hierarchy
• Channel or medium
• Emotional interference
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Frame of reference
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Poor Listening skills
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Semantics – ‘Mischievous Only’
The “Only” Meaning
Only he said; he loved So, no one else loves this poor girl?
her.
He only said; he loved He just said that he loved her; he didn’t say anything
her. else.
He said; only he loved He emphasized that he was her lone lover.
her.
He said, he only loved He emphasized that he did not love anyone else.
her.
He said; he loved only He emphasized that she was his lone lover.
her.
He said; he loved her He reassured her that he loved her.
only. 10/28/202
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The simple word "on" can have many meanings, such as: on
call, on the roof, on cloud nine, on edge, on fire, on purpose, on
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demand, on top, or on the phone. 0
SEMANTIC &
LANGUAGE
BARRIERS
Those who speak do not know

Those who know do not speak
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- Random Japanese Guy
SEMANTICS (concerned with meaning)
What do you mean by SEMANTICS?
Why is SEMANTICS required?
When does SEMANTIC BARRIER

arise?
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What you say and what is heard
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SIMILAR SOUNDING WORDS
These words are known as Homophones

Pronunciation
Spelling
Meaning
Examples:
 pale/pail
 alter/altar
 buy/bye/by
 rain/reign 10/28/202
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Communication problems
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WORDS HAVE MULTIPLE PRONUNCIATIONS
These words are known as Homographs
Spelling
Pronunciation
Meaning
Examples
 The bandage was wound around the
wound.
 We must polish the Polish furniture.
 He could lead if he would get the lead
out. 10/28/202
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WORDS HAVE MULTIPLE MEANINGS
These Words are also known as homonyms
Spelling
Pronunciation
Meaning
Examples
 Never desert your friends in the
desert.
 Close the window before the bee gets
too close
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DENOTATIONS AND CONNOTATIONS
 Denotation: The literal meaning of a word

 Connotations: The emotions and
associations connected to a word
 Favourable Connotation: 'honest', 'noble', 'sincere’
 Unfavourable Connotation: 'cowardly', 'slow', 'incompetent‘
Examples:
They gave us cheap stuff.
At this shop, they sell things cheap
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LANGUAGE BARRIERS
Different
Languages
 NoClarity
in Speech
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LANGUAGE BARRIERS
Using Jargons
Not being specific
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Vladimir Putin
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BTW - By the way
CYA - See you around
FAQ - Frequently asked questions
HTH - Hope this helps
MOTD - Message of the day
YMMV - Your mileage may vary
IIRC - If I remember correctly
IANAL - I am not a lawyer
LOL - Laugh out loud
BFF - Best friends forever
TTYL - Talk to you later
IDK – I don’t know 10/28/202
IDC – I don’t care 0

Degree of Knowledge & Bypassing
• The gap in the knowledge level of the sender and
receiver can become a barrier
• Ego of the sender or the receiver is another problem
• Bypassing is miscommunication that occurs when the
encoded message and the decoded message are
different in their meaning. Telegram – Berth confirmed
• Bypassing can happen in 2 ways:
• Same word – different meanings (Next slide)
• Different words – same meaning (to kill =
to bump off, murder, slaughter. To finish = to
terminate, end, finalize) 10/28/202
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crane: That bird is a crane./They had
to use a crane to lift the object./She
had to crane her neck to see the movie.
date: Her favorite fruit to eat is a
date./Joe took Alexandria out on a
date.
engaged: They got engaged on March
7th./The students were very engaged in
the presentation.
foil: Please wrap the sandwich in
foil./They learned about the role of a
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dramatic foil in English class. 0
leaves: The children love to play in the
leaves./They do not like when their father leaves
for work.
net: What was your net gain for the
year?/Crabbing is easier if you bring a net along.
point: The pencil has a sharp point./It is not polite
to point at people.
right: You were right./Make a right turn at the
light.
rose: My favorite flower is a rose./He quickly
rose from his seat.
type: He can type over 100 words per
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minute./That dress is really not her type.0

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Same word different meanings
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Inflections & Poor Listening Skills
• Inflections refers to the change in the
form of the word to express tenses, mood,
gender, count (i.e. singular or plural), etc.
• Inflection also refers to the change in the
voice pitch or tone.
• Most of us ‘hear’ without
bothering to ‘listen’
• Selective listening is another
barrier to effective communication
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Perception & Frame of Reference
• Perception is how we derive meaning out of
sensory information.
• Hence, perception is highly subjective and
varies from person to person.
• Then there is the frame of reference, which is
created over time and is influenced by our
culture, values, education, experience, etc.
Eating.
• It includes the sender’s and the receiver’s pre-
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conceived notions and personal biases.
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Perception
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Personal Interests & Speed of Thought
• Individuals tend to listen more
attentively when the message being
transmitted interests them.
• Moreover, the rate at which we process
thoughts is three times the rate at which
we speak.
• Hence, the receiver tends to get
‘bored’during the communication
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Physical Distractions & Lack of Trust
• Physical distractions are bodily
distractions that obstructs the
communication process. Mic not working
• Example – uncomfortable chairs, hot
weather, noisy classrooms, etc.
• If trust and respect is missing between
the sender and the receiver, the
message/feedback will not be
encoded/decoded properly. Asaram Bapu!
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Inadequate Feedback & Hierarchy
• Without proper feedback, the sender
cannot determine if the message has
accurately reached the receiver.
• Greater the levels of hierarchy in an
organization, more is the obstruction.
• Barrier is also observed when
communication occurs between people of
different levels.
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Channel & Emotional Interference
• Channel noise examples: Illegible
handwriting, blotchy printouts,
discolored or faded printouts,
firewalled e-mails.
• Communicating while being angry is
NEVER a good idea.
• One only ends up with hurt egos,
misunderstood messages, and
slaughtered relationships.
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Barriers in Communication
(that have to do with the COMMUNICATOR)
• Unwillingness to say things
differently
• Unwillingness to relate to others
differently
• Unwillingness to learn new approaches
• Lack of Self-Confidence
• Lack of Enthusiasm
• Voice quality
• Prejudice
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(that have to do with the COMMUNICATOR)
• Disagreement between verbal

and non-verbal messages
• Negative Self Image
• Lack of Feedback
• Lack of Motivation and Training
• Language and Vocabulary
Level
• Lack of Self Awareness
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(that have to do with the RECEIVER)
• Selective Perception
• Unwillingness to Change
• Lack of Interest in the
Topic/Subject
• Prejudice & Belief System
• Rebuttal Instincts
• Personal Value System
• Here-and-Now internal &
external factors
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Men are from Mars and
Women are from Venus
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CLASSIFICATION OF BARRIERS
 PHYSICAL BARRIERS
 SEMANTIC AND LANGUAGE BARRIERS
 SOCIO-PSYCHOLOGICAL BARRIERS
 ORGANIZATIONAL BARRIERS
 CROSS-CULTURAL BARRIERS
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PHYSICAL BARRIERS
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Faulty Organizational Structure
 Large working area
 Closed office doors
 Separate areas for people of different status
 It forbids team members from effective
interaction with each other.
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Open office settings
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Noise
 Physical noise (outside disturbance)
 Psychological noise (inattentiveness)
 Written noise (bad handwriting/typing)
 Visual noise (late arrival of employees)
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Time and Distance
 Improper Time
 Defects in Medium of communication
 Network Facilities
 Mechanical Breakdowns
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Information Overload
 Piling up of tasks due to improper time
management.
 Excess number of people assigned for same
task
 Work overload/Information duplication.
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SOCIO-
PSYCHOLOGICAL
BARRIERS
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Psychological
barriers can be
described as the
cause of distorted
communication
because of human
psychology.
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Elephant and the chain
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Psychological barriers
 Attitude and
opinions: Group
 Emotions identification
 Filtering and
distortion of
Self-image
message Premature
 Status difference
evaluation
 Inattention
 Closed mind Distrust
 Fields of Poor retention
experience
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Four minute mile
 For many years it was widely believed to
be impossible for a human to run a
mile in under four minutes.
 In fact, it was believed that the “four
minute mile” was a physical barrier that
no person could ever break without
causing significant damage to the runner’s
health.
 The achievement of a four minute mile
seemed beyond human possibility.
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Four minute mile
Then on a windy spring day in May
1954, the impossible became reality.
During a track meet between the
British AAA and Oxford University,
Roger Bannister ran a mile in 3
minutes, 59.4 seconds.
He crossed the finish line and broke
through the “four minute mile.”
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Four minute mile
Then 56 days after Roger Bannister’s
breakthrough, John Landy ran the “four
minute mile” in 3 minutes and 57.9
seconds in Finland.
Later Bannister and Landy raced in the
“Mile of the Century” where Bannister
won in 3 minutes and 58.8 secs.
Within three years, 16 other runners
also cracked the “four minute mile”.
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Four minute mile
 So what happened to the physical barrier that had
prevented humans from running the “four minute
mile”?
 Was there a sudden leap in human ability? Was
there new equipment being used?
 Was there the introduction and injection of
performance enhancing drugs?
 The answer is no.
 Instead one person broke through a
barrier and suddenly, the impossible
became psychologically, cognitively
possible.
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Four minute mile
 When others saw it could happen and believed
it was possible a new era of runners were born.
 A change in perspective and thinking made
the difference and opened the door for many
others to break through a seemingly
impossible barrier. Bannister had shown that
breaking the “four minute mile” was possible.
 Often the barriers we face are
simply perceived.
 They are barriers in our own minds.
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“The Person Who Thinks I Can” — by
Walter D. Wintle
If you think you are beaten, you are;

If you think you dare not, you don’t.
If you’d like to win, but think you
can’t
It’s almost a cinch you won’t.
(an extremely easy task)
If you think you’ll lose, you’ve lost,

For out in the world we find
Success being with a fellow’s will;
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“The Man Who Thinks He Can” — by
Walter D. Wintle
It’s all in the state of mind.
If you think you’re outclassed, you are:
You’ve got to think high to rise.
You’ve got to be sure of yourself before
You can ever win a prize.
Life’s battles don’t always go
To the stronger or faster person,
But sooner or later the person who wins
Is the one who thinks he can.
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CROSS-CULTURAL BARRIERS
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Cross Culture Communication
 Meaning of Cross Culture
Communication
 Understanding different cultures

facilitates Cross Culture
Communication
 Components of Cross Culture

Communication
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Different Cross Cultural Barrier
 Language- Japanese
Values - Bhutan
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 Social Relation- India
 Concept of time -Germany
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 Concept of space –
Rural areas
Gestures
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Innocent gestures that mean
rude things abroad
Want to signal to someone you've met on holiday how blisteringly all

right, fine and generally okay things are? Stop! Beware of making the
round "okay" sign with your thumb and forefinger. In Greece and
Turkey, for example, this gesture can be taken as highly vulgar. You
are telling someone that they resemble a similarly shaped part of the
human body and, by extension, that they are homosexual. In some Middle
Eastern countries, such as Kuwait, the okay sign signifies the evil eye.
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ORGANISATIONAL
BARRIERS
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Organizational barriers
➢Loss or distortion of messages as they
pass from one level to another
➢Filtering of information according to
one’s understanding/interpretation
➢Messages not read completely or not
understood correctly
➢Deliberate withholding of information
from peers perceived as rivals
➢Information gap if upper level does not
know the true state of affairs – Detachment of the
decision makers
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Organizational barriers
➢Lack of communication of the policy
➢Authoritarian attitude of
management
➢Poorly Defined Authority and
Responsibility
Too Many Levels in Organization
Structure
➢Insufficient Communication Training
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Overcoming Communication Barriers
Individual Skills:
➢Active listening
➢Select the appropriate channel for
the message
➢Make a special effort to
understand each other's perspective
➢Managers should practice MBWA.
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Managing by Walking Around
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The Technology of the Obvious
Principal meeting students
At Hewlett-Packard, where the approach was practiced from 1973, executives

were encouraged to know their people, understand their work, and make
themselves more visible and accessible.
Bill Hewlett and Dave Packard's business philosophy, centered on respect for
people and acknowledgment of their built-in desire to do a good job, had by
then evolved into informal, decentralized management and relaxed, collegial
communication styles.
If you wait for people to come to you, you'll only get small problems. You
must go and find them. The big problems are where people don't realize
they have one in the first place.—Albert Einstein
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Staying in Touch with Your Team
Management by walking around is a leadership technique that has stood the
test of time and can be used by any manager. It is the opposite of drive-by
management.
The basic principle is that command-and-control is ineffective in modern

organizations. Nothing is more instructive than seeing what actually
transpires in the real world and learning from that.
Managing by walking around cannot be a charade. It requires personal

involvement, good listening skills, and the recognition that most people
in an organization want to contribute to its success.
A desk is a dangerous place from which to view the world.—John le Carré
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Staying in Touch with Your Team
It is staff, not managers, who create an organization's products and deliver its
services; appreciation of that can only come from knowing what happens on the
ground.
Except in virtual organizations, face-to-face interaction remains a sure way to

receive and give feedback wherever managers see staff regularly.
The human touch still works best: people live to be part of something, and being
in contact opens up more lines of informal communication and produces stronger
team dynamics and performance.
You can pretend to care, but you can't pretend to be there.—Tom Peters
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Why Stay in Touch with a Team?
• Builds trust and relationships.

• Motivates staff by suggesting that
management takes an active interest in people.
Managing by walking • Encourages staff to achieve individual and
around does not just cut collective goals.
through vertical lines of • Strengthens ability to drive cultural change
communication: it also … for higher organizational performance.
• Refreshes organizational values.
• Makes work less formal.
• Creates a healthy organization.
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Walking About in 14 Steps
Wander about as often
Talk about family,
as you can, but Relax as you make Share and invite good
hobbies, vacations, and
recurrently and your rounds. news.
sports.
preferably daily.
Invite ideas and Look out for staff

Be responsive to
Watch and listen opinions to improve doing something
problems and
without judgment. operations, products, right, and give them
concerns.
services, etc. public recognition.
Project the image of a Use the opportunity to

Give people on-the- Swap value and legacy
coach and mentor, not transmit the
spot help. stories.
that an inspector. organization's values.
Share your dreams. Have fun.
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Overcoming Communication Barriers
Organizational Actions
➢Create a climate of trust and openness
➢Develop and use formal information
channels in all directions
➢Encourage the use of multiple
channels including formal and informal
communications
➢ The organizational structure should
fit communication needs.
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Ways To Overcome Barriers to Communication-
 For Physical Barriers-
❖Appropriate Seating Arrangement
❖Ensure Visibility & Audibility
❖Environmental Comfort
❖Minimise Visual/Oral Distractions
For Semantic Barriers-
❖Use of Simple Language
❖Symbols & Charts
❖Active Listening/ Constructive feedback
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 For Socio-Psychological Barriers-
❖Attention & Motivation
❖Assistance & Sympathy
For Cross Cultural Barriers-

❖Understanding of Traditions & Customs
❖Information of all Sides of Culture
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For Organisational Barriers-

❖Simple Organisational
Structure
❖Avoiding Information
Overload
❖Flexibility in Meeting Targets
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Language
• Language is a system of words, sounds, and
symbols that functions as the communication
medium between the sender and the receiver
• For accurate encoding/decoding, it is
necessary that both the sender and the receiver
ascribe the same meaning to the word, sound,
or symbol
• Use familiar words
• Pay attention to the diction and
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Diction and pronunciation
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• Most people talk at the rate of 100-
125 words per minute.
• Most of us think at least four times
faster than this.
• With concentration and practice, we
can listen and understand as many
as 400 words per minute.
• Since we think so much faster than
people speak, our mind tends to
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wander to other things. Video1 & 2Two

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EXAMPLES OF BARRIERS IN COMMUNICATION
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Examples of Barriers in
Communication
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External Barriers in
Communication
• Environment
oThe venue
oThe effect of noise
oTemperature in the room
• Other People – Status,
Education
• Time
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Communication
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Communication
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Examples of
Communication
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Examples of Communication
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Contextual Communication
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Process Barriers
 Every step in the communication process is
necessary for effective and good communication.
 Blocked steps become barriers.
 Consider the following situations:
 • Sender barrier.
 A new Manager with an innovative idea fails to
speak up at a meeting, chaired by the MD, for fear
of criticism.
 Encoding barrier.
 A Spanish-speaking Manager cannot get an English
speaking administrator to understand a grievance about
working conditions.
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Process Barriers
 Medium barrier.
A very upset staff member sends an emotionally
charged letter to the leader instead of transmitting
her feelings face-to-face.
 Decoding barrier.
 An older principal is not sure what a young
department head means when he refers to a teacher
as "spaced out."
 Receiver barrier.
 An administrator who is preoccupied with the
preparation of the annual budget asks a staff
member to repeat a statement, because she was
not listening attentively to the conversation.
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Process Barriers
 Feedback barrier.
 During a meeting, the failure
Managers to ask any questions
causes the GM to wonder if any real
understanding has taken place.
 Because communication is a
complex, give-and-take process,
breakdowns anywhere in the cycle
can block the transfer of
understanding.
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Physical Barriers
Any number of physical distractions

can interfere with the effectiveness
of communication, including a:
 telephone call,
 drop-in visitors,
 distances between people,
 walls,
 Radio/TV.
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Physical Barriers
 Peopleoften take physical barriers for
granted, but sometimes they can be
removed.
 For
example, an inconveniently positioned
wall can be removed.
 Interruptions such as telephone calls and
drop-in visitors can be removed by issuing
instructions to a secretary.
 Anappropriate choice of media can
overcome distance barriers between people.
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A Classic Case of
Miscommunication
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•In Center Harbor, local people recall the
day when Mr. Walter (T.V. Star) steered
his boat into the port.
•Mr. Walter was amused to see in the
distance a small crowd on shore waving
their arms to greet him.
•He could barely make out their excited
shouts: “Hello Walter, Hello Walter!”
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•As his boat came closer, the crowd
grew larger, still yelling.
•Pleased at the reception, Mr. Walter
tipped his white captain's hat, waved
back, even took a bow.
•But before reaching dockside, his boat
abruptly jammed aground.
•The crowd stood silent.
•Mr. Walter suddenly realized what
they'd been shouting: “Low water, low
water!”
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Analysis of Flawed Communication
Process
Sender has Sender Channel Receiver

idea encodes carries decodes
Warn message message message
boater “Low Message “Hello
water!” distorted Walter!”
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Barriers That Caused
Miscommunication
• Frame of reference
Receiver accustomed
to acclaim and
appreciative crowds.
"water" and "Walter" sound similar.
Receiver more
accustomed to speaking
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than to listening. 0
Barriers That Caused
Miscommunication
• Emotional Ego prompted receiver to

interference believe crowd was
responding to his celebrity
status.
Noise from boat, distance

• Physical barriers between senders and
receivers.
Which of these barriers could be overcome through

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5 Basic reasons we Do Not Listen
• Listening is Hard Work

• Competition
• The Rush for Action
• Speed differences (120 wpm
v/s 360 wpm)
• Lack of Training
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4 Levels of Listening
• The Non-Listener
• The Marginal Listener
• The Evaluative Listener
• The Active Listener
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Improving Listening Skills
• By not being Preoccupied
• Being Open Minded & Non
Defensive
• Minimizing Interruptions
• Effective Listening is: Hearing,
interpreting when necessary,
understanding the message and
relating to it.
• By Asking Questions
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Listening Advantage
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COMMUNICATION
• 7% WORDS
o Words are only labels and the listeners put their
own interpretation on speakers words
• 38% PARALINGUISTIC
o The way in which something is said - the accent,
tone and voice modulation is important to the
listener.
• 55% BODY LANGUAGE
o What a speaker looks like while delivering a
message affects the listener’s understanding
most.
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TYPES OF BODY LANGUAGE
Remember that you are dealing with “PEOPLE”
• (P)OSTURES & GESTURES
o How do you use hand gestures? Stance?
• (E)YE CONTACT
o How’s your “Lighthouse”?
• (O)RIENTATION
o How do you position yourself?
• (P)RESENTATION
o How do you deliver your message?
• (L)OOKS
o Are your looks, appearance, dress
important?
• (E)XPRESSIONS OF EMOTION
o Are you using facial expressions to
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7 C’s of Communication
• Clear
• Correct
• Concise
• Concrete
• Complete
• Considerate
• Courteous
You can also write Coherent
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7 C’s of Communication: Clear
• To achieve clarity while speaking
• Speak slowly and clearly
• Enunciate (say or pronounce clearly) every syllable
• Emphasize every word
• To achieve in written communication, use
• Short words
• Concrete words
• Familiar words
• One Paragraph = One Idea 10/28/202
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7 C’s of Communication: Correct
• Use correct language, in both oral

& written communication
• Use the appropriate form of word
• Proof-read documents
• Data-sanity checks to ensure
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• I didn’t went 10/28/202
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7 C’s 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
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7 C’s of Communication: Concrete
• Use concrete words and phrases,

while speaking and writing
• Use facts and figures
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7 C’s 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.”
• One Husband and 5 Wives10/28/202
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7 C’s of Communication: Consideration
• Keep yourself in the receiver’s shoes
while communicating
• Think about the receiver before you
think about yourself
• Do unto others as you would like to
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• Shift perspective from yourself to the
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7 C’s of Communication: Consideration
• The Golden Rule —”Treat others as
you would want to be treated”
• The Platinum Rule: “Treat others
the way THEY want to be treated”.
• The Double Platinum rule: “Treat
others the way they don’t even
know they want to be treated”. To
boil it down…anticipate, anticipate, anticipate. Don’t just
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meet your customer’s expectations, EXCEED them.

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7 C’s of Communication: Courteous
• Practice little courtesies

everyday
• Do not belittle anyone or talk
anyone down
• Compliment with sincerity
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Do not underestimate the
power of kindness
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The 7 Cs of communication
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Smart communication
 Memo to the Director:
 Subject: Letter of Recommendation
 Jane S., a chief sub editor and editor, can always be found
 hard at work in her cubicle. Jane works independently, without
 wasting company time talking to colleagues. She never
 thinks twice about assisting fellow employees, and she always
 finishes given assignments on time. Often Jane takes extended
 measures to complete her work, sometimes skipping
 coffee breaks. She is a dedicated individual who has absolutely no
 vanity in spite of her high accomplishments and profound
 knowledge in her field. I firmly believe that Jane can be
 classed as a high-caliber employee, the type which cannot be
 dispensed with. Consequently, I duly recommend that Jane be
 promoted to executive management, and a 10/28/202
proposal will be
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 sent away as soon as possible.

Smart communication
proposal will be
0

Smart communication
 Project Leader
 -----------------------------------------------------------------
 (Later that afternoon another memo was sent...)
 Sorry about the earlier memo.
 Jane was looking over my shoulder as I wrote it.
 Kindly read every other line (i.e. 1, 3, 5, 7...) for my true
 assessment of her.
 Regards,
 Project Leader
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Smart communication
proposal will be
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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
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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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VAKOG Model
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NLP Approach: Eye-Accessing Cues
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• 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:
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Quick access any sensory information (usually visual)

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• Eyes Up and Left: Remembered imagery
• Eyes Up and Right: Constructed imagery and visual fantasy
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• Eyes Lateral Left: Remembered sounds, words, and
“tape loops” and tonal discrimination
• Eyes Lateral Right: Constructed sounds and words
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Eyes Lateral Right: Constructed
sounds and words
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Lower Right - Kinesthetic/Feeling
Remembering the feeling of something will push our eyes to our
right. Don't believe me? While your eyes are closed, move them
to the upper left and try to imagine the feeling of fur.
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Eyes Down and Left: Inner
dialogue or inner self-talk
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NLP Eye Patterns
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Tonal Discrimination
4 primary tone-of-voice dimensions.

• Funny vs. serious: Is the writer trying to be
humorous? Or is the subject approached in a
serious way? (Note that for our purposes, this
dimension was only the attempt at humor. We
didn’t evaluate if the writers successfully landed
their jokes.)
• Formal vs. casual: Is the writing formal?
Informal? Casual? (Note that casual and
conversational are not necessarily synonymous,
but they do often appear together.)
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Tonal Discrimination
4 primary tone-of-voice dimensions.
• Respectful vs. irreverent: Does the writer
approach the subject in a respectful way? Or does
she take an irreverent approach? (In practice,
most irreverent tones are irreverent about the
subject matter, in an effort to set the brand apart
from competitors. They are not usually
intentionally irreverent or offensive to the reader.)
• Enthusiastic vs. matter-of-fact: Does the writer
seem to be enthusiastic about the subject? Is the
organization excited about the service or product,
or the information it conveys? Or is the writing dry
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and matter-of-fact?
NLP Approach: Predicates
• Predicates – sensory digital words and phrases that
help us in identifying a person’s 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 individual’s 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
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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 (Feeling and doing)
• 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
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thoughts 0
Eidetic Memory
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Autistic Artist
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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 10/28/202
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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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Learning styles
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Metaphors
 The snow is a white blanket.
 He is a shining star.
 Her long hair was a flowing golden river.
 Tom's eyes were ice as he stared at her.
 The children were flowers grown in concrete
gardens.
 Kisses are the flowers of affection.
 The falling snowflakes are dancers.
 The calm lake was a mirror. 10/28/202
0
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
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by lowering his/her voice down 0
Effective Meetings
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Meetings Without Meat
• Why meetings fail?

• Poor Preparation
• When minutes are not minuted
• Chairperson’s role and agenda
• Group size and absence of key
participants
• When participants fear participation
• Marathon meetings 10/28/202
0
The Meeting How-To’s?
• 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- Focused on
decisions and outcomes 10/28/202
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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 meeting’s 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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Bruce Tuckman’s
Five Stages of
Group
Development.
Stages in Team Building
Forming
Storming
Norming
Performing
Adjourning
Bruce Tuckman’s –Stages of
Group Development
5 Stages of Group Development
(Tuckman)
Stage 1: FORMING
The Team
❑ Defines the problem
❑ Agrees on goals and formulates strategies for

tackling the tasks
❑ Determines the challenges and identifies

information needed
❑ Individuals take on certain roles
❑ Develops trust and communication

Team Roles - Leader
Encourages and maintains open communication
Leads by setting a good example
Motivates and inspires team members
Helps the team focus on the task
Facilitates problem solving and collaboration
Maintains healthy group dynamics
Encourages creativity and risk-taking
Recognizes and celebrates team member
contributions
Other Team Roles – Members Can Formally or
Informally Take on These Roles
Initiator - Someone who suggests new ideas. One or more people can have this role at
a time.
Recorder - This person records whatever ideas a team member may have. It is
important that this person quote a team member accurately and not "edit" or
evaluate them.
Devil's Advocate/Skeptic - This is someone whose responsibility is to look for

potential flaws in an idea.
Optimist - This is someone who tries to maintain a positive frame of mind and
facilitates the search for solutions.
Timekeeper - Someone who tracks time spent on each portion of the meeting.
Gate Keeper - This person works to ensure that each member gives input on an issue.
One strategy to do this is to ask everyone to voice their opinion one at a time.
Another is to cast votes.
Summarizer - Someone who summarizes a list of options.

From Individuals A Group
Forms
Help members understand each other
Myers-Briggs Type Indicator (MBTI)
Extraverts ------------------ Introverts

Sensors --------------------- iNtuitive
Thinker ---------------------- Feelers
Judger ----------------------- Perceiver
By selecting one from each category, we define our personality type, ESTJ,
ENTJ…INFP
Stage 2: STORMING
During the Storming stage team members:

⚫ Realize that the task is more difficult
than they imagined
⚫ Have fluctuations in attitude about
chances of success
⚫ May be resistant to the task
⚫ Have poor collaboration
⚫ Storm of Ideas
Negotiating Conflict
 Separate problem issues from

people issues.
Be soft on people,

hard on problem.
Stage 3: NORMING
 Duringthis stage members accept:
their team
team rules and procedures
their roles in the team
the individuality of fellow
members
 Team members realize that they are

not going to crash-and-burn and start
helping each other.
Behaviors
Competitiverelationships
become more cooperative.
 There is a willingness to confront issues
and solve problems.
 Teams develop the ability to express
criticism constructively.
 There is a sense of team spirit.
Giving Constructive Feedback
Be descriptive
Don't use labels
Don’t exaggerate
Don’t be judgmental
Speak for yourself
Stage 4: PERFORMING
Team members have:
✓gained insight into personal and
team processes
✓a better understanding of each
other’s strengths and weaknesses
✓gained the ability to prevent or
work through group conflict and
resolve differences
✓developed a close attachment to
the team
Recipe for Successful Team
 Commitment to shared goals and

objectives
 Clearly
define roles and
responsibilities
Use best skills of each
Allows each to develop in all areas
Recipe for Successful Team
 Effective systems and processes
Clear communication
Beneficial team behaviors;
well-defined decision
procedures and ground rules
Balanced participation
Awareness of the group
process
Good personal relationships
Adjourning
 Teams cannot exist indefinitely if there is
overarching goal to achieve.
 Ifthe team has met its objective, it is usually
disbanded. Tuckman added the adjourning stage
as a final stage to his four (now five) stage
process.
 Highperforming teams typically have positive
team experiences. Therefore, this stage is
sometimes referred to as the mourning stage by
teams that must break up.
The Results of Team Work
Every Team Member Can
Help!
Everyone Has to Hang in
There!
Rules for Brainstorming
1. No ideas are criticized

2. The more radical the
ideas are, the better
1. The quantity of idea production is
stressed
2. The improvement
of ideas by others
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Ten Stages of Brainstorming
1. Present the problem/question

2. Create an initial list to kick off the session
3. Ask everyone to present ideas
4. Push for associated ideas
5. Elaborate and improve quality
6. Encourage discussion
7. Organize ideas
8. Review ideas
9. Filter out duplications
10.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 Disney’s
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)Kite. Devil’ advocate
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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 (discussion aimed at reaching an
agreement.)
• Mediation (intervention in a dispute in order to
resolve it)
• Adjudication (a formal judgement on a disputed
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matter.)
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 – Low assertiveness & Low cooperation
• 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- High cooperation & Low assertiveness
• Accommodating mode best used,

when:
• you wish to keep peace
• you wish to show equanimity
calmness and composure, especially in a difficult situation.
• you seek to develop performance

• you want to create goodwill
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Competing – High assertiveness & Low cooperation
• 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–Medium assertiveness & Medium cooperation
• 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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0
Collaborating – High assertiveness and High Cooperation
• 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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Thomas Kilmann Conflict Mode
Instrument
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Managing conflict
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Collaboration
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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 (“Winner’s 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) – Ego, ulterior motives etc
• Settling for terms that are worse than the
available alternative (“Agreement bias”).
• "Best ALTERNATIVE TO a negotiated10/28/202
agreement.“ BATNA
0
10 Commandments of Negotiation
• Prepare well & set the agenda
• Be strategic & 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 agency/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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To be a good communicator
First change yourself
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Effective Communication
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0

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Communication Skills

 “You cannot not communicate”.

 Some synonyms of the word communication

Know what they want to say

 People are our

• By virtue of its Latin origin it is also the

• Through this process we

• How you say what you

• In other words, communication is the

As the Manager As Purchasing As Marketing

As the Art Dept. As the Supervisor What the Employee

• Lack of listening ability

• Effective communicators are

 Code – includes the language, body

understand the message delivered by the source.

cultural background with the source.

Noise Message Noise

Sender CHANNEL Receiver

Noise Feedback Noise

• Feedback helps the sender

• Noise is an “obstruction,” that

• And a love of risk/chance 0

Shashi Tharoor: Do you

farrago definition: 1. a confused mixture:

• Abstract: Our revenues have improved.

• Abstract: To excel in college, you will have to work hard.

Policeman Police Officer

Firemen Fire Fighters

Steward/Stewardess Flight Attendant

Cameramen Camera Crew

Salesman/Saleswoman Sales Executive

yu no dis wan, a, da pig, a? da You know this stuff, pork, yes?

The idiot was standing

Kindly re-read only

 Open mindedness- Listen to others. Be Willing to consider other

Blue displays a cool, calm and peaceful nature

Emotional expression and

Anything that hinders the process of communication at any of

Barriers to communication can be defined as the aspects or

• Frame of reference (The neighbours laundry)

Those who speak do not know

What do you mean by SEMANTICS?

Why is SEMANTICS required?

When does SEMANTIC BARRIER

These words are known as Homophones

 Denotation: The literal meaning of a word

Not being specific

IDC – I don’t care 0

minute./That dress is really not her type.0

• Disagreement between verbal

 SEMANTIC AND LANGUAGE BARRIERS

If you think you are beaten, you are;

If you think you’ll lose, you’ve lost,

 Understanding different cultures

 Components of Cross Culture

 Social Relation- India

 Concept of time -Germany

Want to signal to someone you've met on holiday how blisteringly all

At Hewlett-Packard, where the approach was practiced from 1973, executives

The basic principle is that command-and-control is ineffective in modern

Managing by walking around cannot be a charade. It requires personal

A desk is a dangerous place from which to view the world.—John le Carré

Except in virtual organizations, face-to-face interaction remains a sure way to

• Builds trust and relationships.