Business Communication

1
Basic Communication Model

Speaker Encoding Message Decoding Listener

in successfull communication
sent =received
Don’t forget the perception

Cognitive
5 senses Response
system
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 Basic Communication Model

Speaker Encoding Message Decoding Listener

You are
sender

Message need to simple

and clear

Use the right tone of the voice

Use the right body Always make
language sure that your
message
Track the body understood
Right channels language of
the receiver

Use positive words Ask question

Do you
understand me
or you want it
more clear

Try to get feedback 3

 Basic Communication Model

Speaker Encoding Message Decoding Listener

You are
Receiver

Try to listen well

Write notes

Participation:
ASK: for Advice me for
more advice guide for the
Make eye contact to get the implementation
ASK: If you message in
do the right
understand way
ask for more
Repeat explain
what you
understand

4
Try to give feedback
 Common Problem Areas
Sending:

• Tone of voice, ambigious words

• Convey the importance of the message.

Environment:

• Noise.Physical obstacles, inadequency of

the channels,

Receiving:

• Misinterpretion of any word or

behaviour, perceptual filter which reflect
Need solutions
all our past experinces and learning
5
 3 V of Communication

• Verbal:What you say:the message

• Vocal: How you say: music of your voice
• Visual: How you seem&who are you

Most powerful element of communication is:

Visual

Give importance to visual

self, as much as the
knowledge and experience. 6
 Problems in Sending

using Technical words for

communication to
nontechnical people

Forgetting that the visual

and vocal elements are the
most important, words less

• Ignoring the situation and interests of the

listener according to their expertise.

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 Noise in the environment
• Noise creates distortions of the
message .

• Noises may be ringing

telephones, messy, surroundings
etc.

• Time, in-apropriate time may be

an obstacle to give message
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clearly.
Perception Problems

• Listeners ability to
understand.
• Lack of attention, inattentive
or bored listeners.
• Emotional state, stress, fear,
anxiety, anger,
• Financial pressures
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• Receiver is “no”
 The importance &difference of
business communication

• Time is money&time has a cost.

• Time is limited with project or
workhours.
• Business is result base.
• Business is not a game or joke

We may need any person with the nice memories

about us. 10
 Business Comm. Must be

 Brief

 Well-designed

 Specific

 Short

 Clear

 Understandable & comprehensive 11

 Persuasion
Type of people
Questions
Evidence

Yes tool
Give the other the sense
of control
Two mind
conversation

HOW WE DO IT
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Four Personality
Types

• Beside necessity of being

briefly and precise

• There are different types of

people in business world have
different behave .

• They expect to be
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communicated differently
 Two Dimensions of the Model

directness

supporting controlling

indirectness

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 Typical Direct People I

• Fast-paced, take charge

• Type A personality who

confront conflict, change,
risk and decision making
head on.

• Outspoken communicators
who sometime dominate. 15
 Typical Direct People II

• Confident; maintain strong eye contact

and have firm handshakes

• People who thrive on accomplishment

• Speak quickly in loud tones and presents

a bold visual appearence

• Dedicated, determined, energetic, risk-

taker, active, action-people also

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 Typical Direct People III

o Impatient,

o dominant,

o manipulative

o talkative

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 Typical Indirect People I

• Not take risk, decision making and

change

• Slow-paced, low-key

• Slow to take initiatives at social

gatherings

• Hesitate

• Conflict avoiders.
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• Patient, cooperative.
 Typical Indirect People II
• On unimportant issues prefer to
conform, rather then argue.
• When they have strong convictions
about an issue, however, they will
stand their ground.
• Low-profile
• Handshakes are are gentle and and
they speak in slowerpace and lower
volume
• visual appearence, making indirect
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qualified statements
 Typical Supporting People I

• Are emotionally open.

• Feel comfortable expressing

joy, sadness, confusion

• Maintain closer physical

proximity; handshakers, and
touchers 20
 Typical Supporting People II

• Tell stories
• Prefer unstructured time
• Supporting people are more
accepting about time usage and
arrange their schedules according
to the needs of people first and
tasks later.
• Flexible about others time also.
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 Typical Supporting People III

• Supporting people are motivated by

their relationships and feelings

• They tend to make decisions based on

feelings, experiences and relationships

• Emotionally open and show it by using

body language, more vocal inflections,
making continual eye contact, and
communicating in terms of feelings like
their joy, sadness, confusion etc.
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 Typical Controlling People I
• More rigid, physically, and
less expressive than
Supporting people.
• Tend to keep physically
distant from others
• Controlled physically,
mentally and emotionally,
often loose control
• Task-oriented
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 Typical Controlling People II
• Fact-oriented decision makers.

• Want to see statistics or hard evidence.

• People who prefer working alone and put little

value on opinions and feelings

• More comfortable operating in an thinking mode.

• Champions of time management.

• They are the efficiency experts of the world who

create and follow rigid plans and schedules.
 Typical Controlling People III
• Controlling types are motivated by the task
at hand and want to accomplish their goals.
• Usually keep their distance, both physically
and mentally.
• Tend to stay away from others.
• Have strong sense of personal space and
territory and hate it whensomeone invades
it.
• Have restricted range of verbal, vocal and
visual expression.
• Controlled hand and body movement.
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 Typical Controlling People IV
• Concentrate on business, keep their
personal feelings private.

• They prefer working with things or

through people rather than with
them or for them.

• They may seem result-oriented,

interested in with mostly not feeling
but time usage
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 Four Behavioural Styles
Supporting
(relationship-oriented)

the relater style the socializer style

Indirect Direct

(slowpace) (fast-paced)
the thinker style the director style

Controlling
(task oriented)
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 The Socializer I
• Socializers are direct and supportive
• Friendly,enthusiastic, action people
• Tend to place more priority to relations
than tasks, like to have fun and enjoy life
• They influence others with great
persuasion.

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 The Socializer II
• Need interaction and contact with people
• Are risk taker and based on more intuition.
• Act and decide spontaneously
• Are concerned with approval and
appearences
• Think emotionally
• Think about the “big picture”, get bored with
details 29
 The Socializer III
• Like changes and innovations
• Needs help in getting organized
• Dislike conflict
• Maintain a positive, optimistic orientation to
life
• Tend to dream and get others caught up in
the dreams
 The Socializer IV
• Work quickly and excitedly with others
• Seek esteem and acknowledgement from others
• Disorganised, touchers, motivational
• For balance they need to control their time, and
emotions, be more objective, concentrate on
the task, take more logical approach to projects,
spend more time with checking, verifying,
specifying

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 The Director I
• Directors are direct and controlling
• They are driven by an inner need to take
charge of situations
• Are firm in their relationships with others,
oriented toward productivity and goals
and concerned with bottomline results
• They may seem tough, impatient,
stubborn
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 The Director II
• Need to be in charge, dislike action
• Act quickly and decisively
• Think logically, power oriented
• Want facts and highlights
• Strive for results, sometimes workholic
• Need personal freedom to manage self
and others
 The Director III
• Like changes
• Prefer to delegate details
• Cool, independent and competetive
• Low tolerance for feelings, attitudes and
advise of others
• Work quickly .
• Want to be recognized for their
accomplishment
 The Thinker I
• Thinkers are both indirect and controlling.
• Analytical, persistent, problem-solver
• Security conscious, in high need to be
right
• Slow to reach a decision but decisive
• Uncomfortable with illogical people
• Are non-contact people, not touchers
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 The Thinker II
• Think logically and analytically
• Need data
• Need to be right
• Like organization and structure
• Ask many questions about specific details
• Prefer objective, task oriented intellectual
work environment
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 The Thinker III
• Need to understand the process
• Are cautious decision-makers
• Prefer to do things themselves
• Work slowly and precisely alone
• Like to be admired for their accuracy
• Avoid conflict
• Like to contemplate
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 The Relater I
• Relaters are supporting and indirect.
• They are the most people-oriented of all 4
• Having close, friendly, personal relations
with others is one of the their most
important objectives, and dislike conflict.
• Have good counselling skills and
supportive
• Excellent listenners and like good
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listeners
 The Relater II
• Concerned with stability
• Think logically
• Want documentation and facts
• Need personal involvement
• Take action and make decisions slowly
• Need to know step by step sequence
• Avoid risks and changes
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 The Relater III
• Work slowly with others
• Try to accomodate others
• Seek security and belongingness
• Enjoy teamwork
• Want to know they are appreciated

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 The Relater V
• Primary strenghts of Relaters are caring
for and loving others
• They like others to be friendly, courteous,
genuine, responsible and sensitive
• For more balance need to learn to say
“no” , to be more task-oriented and less
sensetive for others, be willing to reach
from comfort zone to set goals and to
delegate it to others.
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 Communicating with
Socializers I

• Support their opinions

• Allow the discussion to flow
• Be entertaining and fast moving

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 Communicating with
Socializers II
• Avoid conflict and arguments
• Agree and make notes of the specifies of
any agreement
• appearance, creative ideas,
persuasiveness.

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 Communicating with
Directors I
Direct &Controlling People, who talk, move
and make decisions quickly, and they are
task-oriented
• Support their goals and objectives
• Talk about the desired results
• Keep your communication business like

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 Communicating with
Directors II
• Recognize their ideas rather than them
personally
• Be precise, efficient, well-organised
• Provide them clearly described options
with supporting analysis
• Arguing on facts, not feelings when
disagreements occur

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 Communicating with
Thinkers I
Indirect &Controlling people who move and
make decisions more slowly. They are task-
oriented.
• Be well prepared
• Support their organized, thoughtful
approach
• Support their need to be accurate and
logical
• Demonstrate through actions rather than46
words
 Communicating with
Thinkers II
• Be systematic, organised and prepared
• Describe a process in detail and explain
how it will produce results
• Ask questions and let them show you how
much they know

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 Communicating with
Thinkers III
• Allow time for deliberation and analysis
• Answer questions and provide details and
analysis
• List advantages and disadvantages of any
plan
• Provide solid, tangible, factual evidence

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 Communicating with
Relaters I
• Be warm and sincere
• Support their feelings by showing
personal interest
• Assume that they will take everythink
personally
• Allow them time to develop trust in you
• Move along in an informal and slow
manner
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 Communicating with
Relaters II
• Actively listen
• Discuss personal feelings in the event of a
disagreement
• Discuss and support relationship

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 Lesson II
We will learn

Verbal Communication
• Active listening
• Art of Asking Questions
• Using Feedback
• Conflict resolution(1.part)

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 Listening
• The most important skill of a manager is.
• Ineffective or poor listening is the most
frequent causes of misunderstandings,
mistakes, unhappy customers, low morale
emloyee, missed sales, in private life
divorces and parent-child conflicts.
• Poor listeners seem disinterested, self-
centered
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 Reasons of Poor Listening II
• Speed Difference: The difference between
speech speed and thought speed listening
gap. Average person speaks at about 135-
175 words a minute, but can listen to 400-
500 words a minute.

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 Reasons of Poor Listening III
Lack of training: we do more listening than
speaking, reading or writing but we
receive no formal education for good
listening.

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 Benefits of Better Listening
It improves relationships:
Listening to someone makes them feel good
about you which leads to increased trust and
credibility and an increased willingness
toward cooperation

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 Benefits of Better Listening
There are fewer Misunderstandings
Fewer errors result in lower costs, better
products and services and higher profits
Better Understanding
Better listening improves the transfer of
information, improves teamwork, builds
morale and leads to higher productivity

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 Four Levels of Listening
• People typically listen at one of four basic
levels of attentiveness.
• Each category requires a particular depth of
concentration and sensitivity on the part of
listener.
• As you move from the first, to the next level,
listeners potential for understanding, trust and
effective communication increases.
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 1-Nonlistening
The nonlistener does not hear the speaker at
all.
In fact, no effort is made to hear the speaker.
Recognized by her blank stare and nervous
mannerism and gestures
Non listener wants to do all or most of the
speaking, constantly interrupts, always has
to have the last word.
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 2-Marginal Listening
• Hears the sounds and the words but not the
meaning and intent.
• The message is not really heard.
• Just stays on the surface of the argument or
problem, never risking to go deeper.
• Try to find noises to have an excuse for not
deeply listening.
• Prefer to listen only for the data, bottom line
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instead of main ideas.
 Evaluative Listening I
• More concentration and attention are
required at this level.
• The evaluative listener is actively try to
hear what the speaker is saying but is not
making An effort to understand the speakers
intent.
• Tends to be a logical listener, more
concentrated about the content than
feelings. 60
 Active Listening I
• Unquestionably the most comprehensive and
powerfull level of listening.
• Demanding because it requires the deepest
level of concentration, attention and mental
as well a emotional processing effort.
• Active listener refrains from coming to
judgement about the speaker’s message,
instead focusing on understanding her point
of view.
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 Developing Listening
Proficiency
You should develop 6 separate skills:CARESS
Concentrate
Acknowledge
Research
Exercise Emotional Control
Sense the nonverbals
Structure
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 The CARESS Model I
Concentrate:
Focus your attention on the speaker and only
on the speaker. That will help you to
eliminate environmental “noise” and help
you “receive” the message clearly.

There are 3 major categories of barriers/noise

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 The CARESS Model I
Concentrate
External Environmental Barriers:
Noises in the room, other people talking, poor
acoustics, uncomfortable, cold, hot room,
visitors, outside traffic, TV, radio, telephone
External Speaker-Related Bariers:
Speakers dressing style, accent or speaking
style, disturbing behaviours,

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 The CARESS Model I
Concentrate
Internal Listener-Related Barriers are 2 types:
Internal Physical Barriers:Bad timing like times
close to quitting or lunch times. Pain,
discomfort, stress, fatigue prevent attention
Internal Phychological Barriers:Inner voice,
boredom, daydreaming, personal values and
beliefs, past experiences, future expectations.

65
 The CARESS Model II
Acknowledge:
When you acknowledge your speaker, you
demonstrate your interest and attention.
Your acknowledgement encourages the
speaker and actually helps the speaker send
a clearer message. If it is acceptable do not
hesitate to show acceptance for avoiding to
stop the communication.
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 The CARESS Model II
Acnowledge
Think about how you like to be listened to:
• eye contact
• Verbal responses and participation like
asking questions an vocal prompts: “hmm”,
• Gestures like smiling, leaning forward with
interest, smiling, nodding of the head,
sitting directly facing with speaker
• Clarifying points by asking questions or
restating the point to be sure about message
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 The CARESS Model III
Research:
• Gather information about your speaker,
his interests and objectives.
• This will help you understand the
message, ask questions for a more in-
depth conversation and respond to the
speaker in a way that promotes
communication.
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 The CARESS Model IV
Exercise Emotional Control
What causes an emotional overreaction? Often
differences in values, beliefs, attitudes,
education, image etc. can cause...
Dressing style, too casual or to high-powered..
Speaker’s accent, regional differences.
Looded words as religious, ethnic, racial or
political words or humor may cause reaction
These blocks the meaning of the message.
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 The CARESS Model V
Sense the Nonverbal Message:
• What is the speaker saying with his body
language and gestures.
• Try to understand the vocal and the visual
messages as well as the words being
spoken.

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 The CARESS Model V
Sense the Nonverbal Message
According to Dr. Mehrabian, author of Silent
Messages, about %90 of the message is
carried through visual and vocal channels.
Only 7-10 % is verbal, through actual words.
It is critical that we learn to recognize the
nonverbal and vocal messages in both
receiving messages and sending messages

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 The CARESS Model VI
Structure:
• Structure and organize the information as
you receive it.
• By organizing the information as you
received it, you will improve your retention
and understanding of the material.

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 The CARESS Model VI
Structure
There is a time gap between the listening
and the speaking speeds. The gap time
can be used by structuring.
Structuring revolves around three primary
activities as:
1. indexing
2. sequencing
3. comparing
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 The Art of Asking Questions
• The word is full of questions:
– Good, silly, important and offensive questions.
– Questions can built rapport and trust or foster
suspicion and dislike.
– Questions can open up a conversation or
weaken & closed.
– Questions generate information or loose main
topic of the conversation. Are heart of the
conversation which pump fresh life to the
conversations.
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 The Art of Asking Questions
We ask questions a lot since our childhood.
But the point is being able to ask right question
at the right time for communication.
Why Do We Ask Questions?
1. To gain information: Information transfer
depends on questions. Who, what, where,
when, why, how, how much are are
questioning words for gathering information.
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 Why do we ask questions?
2. To stimulate conversation:
– For socializing.
– How are you? Have you heard? Did you see?
Can you believe? What do you think? Etc..
3. To gain the other’s views
– When you need to know what someone else is
thinking, ask.
– What do you think about...? Can you tell me how
you feel about...? 76
 Why do we ask questions?
4. To check agreement:
– What does other person think about what you have
discussed?
– Do you think we are on the right track?
– Can you support this decision?
– Are we in agreement, Do you have any objections?
How does this sound to you?
5. To verify information:
– Sometimes what you hear is not what you were meant.
– Asking for feedback is a critical part of the
communication process.
– Did I understand you to mean..? Can I summarize it
77
?
 Why do we ask questions?
6.To build rapport and trust:
• Rapport and trust are built by showing
support for the other person’s goals and
objectives.
• How can I help you? What can I do to help
you to meet your objectives? What would
you like to accomplish? Tell me about your
goals/dreams/objectives?
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 The Two Major Types of
Questions-Closed
There are two types of questions:
1. Closed:generally simple, information
gathering questions. Response to a closed
question is usually “yes”, “no” or a very brief
answer.
Typical closed questions are: What time is it?,
Did you finish the project? Are you going to
the meeting, can you work overtime tonight?
When did you first discovered the problem?
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 The Two Major Types of
Questions-Closed
Closed question perform the following
functions:
1. They allow specific facts to be gathered.
What colour do you prefer?
2. They are easy to answer. Will you be finished,
by 5.00 p.m.?
3. They are useful in the feedback process
where someone wants to check the accuracy
or completeness of the communication. Have
I got the information right? 80
 The Two Major Types of
Questions-Closed
4. They can be used to gain commitment to a
position. Does this seem right so far?
5. They can be used to reinforce positive
statements. This seems like a good plan,
doesn’t it?
6. This can be used to direct the conversation
to a desired topic or concern. Do you have
time to talk the budget?

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 The Two Major Types of
Questions-Open
Open questions are generally more deep and
require longer, more complex answers. Are used
to draw out a wide range of responses on a broad
topic. Often ask for opinions, thoughts and
feelings.
• How did you feel about the meeting?
• What could we do to make this project better?
• How can we meet our objectives?
• What is your opinion on the new marketing plan?
82
 The Two Major Types of
Questions-Open
Open questions have the following characteristics:
1. They can not be answered by a simple yes or
no. How do you think we could make this
process work better?
2. They usually begin with “what or “how”.What
do you think about the new benefits policy?
3. They do not lead the answer:What could we
make improvements in the new marketing plan
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 The Two Major Types of
Questions-Open
4. They draw out ideas and feelings. How do you
feel about the reorganization of the department?
5. They encourage elaboration on objectives,
needs, wants and problems. What do you think
about the new employee review system?
6. They promote self-discovery. How do you think
the new process will work for your group?
84
 The Two Major Types of
Questions-Goals
1.Fact-Finding:
• If you are looking for specific information
and data, use closed questions that ask for
the detail you need.
• “What did you accomplish on the project?”
will generate more detail than “Did you get
a lot done?.
• Take notes and verify that you understood
the information correctly. 85
 Types of Feedback
Feedback comes in a number of forms. There
is verbal, nonverbal, fact and feeling
types. Each serves a specific purpose in the
communication process.
• Verbal Feedback:
It is the type which we are most frequenty
aware of and most often use.With verbal
feedback, you can accomplish a number of
favorable objectives such as:
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 Types of Feedback-Verbal I

1. to ask for clarification of a message.

2. To give positive and/or negative strokes to the

other person.

3. To determine how to structure a presentation that

will be meaningful and effective for the other
person.
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 2-Types of Feedback-Nonverbal
Nonverbal means the message of positive or
negative attitudes, feelings, opinions that
you give by using our bodies, eyes, faces,
postures and senses. You do this consiously
or unconsciously, just as others do with you.
The sensitive, perceptive communicator uses
the nonverbal feedback he or she is getting
from the other person to structure the
content and direction of the message.
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BRAINSTORMING
BURÇİN AKI
2009503002
WHAT IS BRAINSTORMING?
• Brainstorming is a group activity
technique.It is designed to generate lots
of ideas for solution of a problem. The
underlying principle is that the greater the
number of ideas generated,the possibility
that a quality solution will be found.
• Brainstorming is a commonly used tool by
academics researchers and business teams.
 RULES
There are four basic rules in
brainstorming.
1)Focus on quantity:If lots of
ideas are generated it will be
easy to produce a radical and
effective solution.
2)Reserve criticism:Don’t
comment on any ideas.First
accept all,at a later stage judge.
3)Welcome unusual ideas:To get a good and
long list of ideas,unusual ideas are
welcomed.
4)Combine and improve ideas:Good ideas
may be combined to form a single better
idea.
 PROCEDURE
• Decide on the question or topic that you will
present to the group during brainstorming.
• Give yourself a time limit.
• Choose the participants from five to twelve.
• Plan how you will record the results of
brainstorming session.
• Describe what you will do with the data.
• Go through all the ideas and make sure that the
meaning of idea is clear.
 TECHNIQUES
1) FREEWRITING
When you freewrite,you write down whatever comes into your
mind.You don’t judge the quality of writing and don’t worry about
style,spelling,grammar or punctuation.When you have finished your
writing and have reached your goal,read back over the text,decide
the solution.
2) NOMINAL GROUP
TECHNIQUE
Participants are asked to
write their ideas
anonymously.Then the
moderator collects the
ideas and each is voted on
by the group.The best idea
is chosen.
3) GROUP PASSING TECHNIQUE
Each person in a circular group writes down
one idea,and then passes the piece of paper
to the next person in a clockwise
direction,who adds some thoughts.This
continues until everybody gets his or her
original piece of paper back.By this
time,participants will have examined each
idea in detail.
4)TEAM IDEA MAPPING METHOD
This technique may improve collaboration
and increase the quantity of ideas,and is
designed so that all attendees participate and
no ideas are rejected.
The process begins with a well-defined
topic.Each participant brainstorms
individually,then all the ideas are merged onto
one large idea map.
5)INDIVIDUAL
BRAINSTORMING
It typically includes such
techniques as free writing, free
speaking, word association,and
drawing a mind map,which people
diagram their thoughts.
Individual brainstorming is useful
method in creative wiriting.
6)QUESTION BRAINSTORMING
This process involves brainstorming the
questions,rather than trying to come up with
immediate answers and short term solutions.
Questions are important in that tecnique.We
need a list of questions to reach to the best
solution in an orderly way.
 ADVANTAGES & DISADVANTAGES
OF BRAINSTORMING

ADVANTAGES
* Many ideas can be generated in a short time.
* Requires few material resources.
* The results can be used immediately or for
possible use in other projects.
* Is a “democratic” way of generating ideas.
* The concept of brainstorming is easy to
understand.
 DISADVANTAGES
* Requires an experienced and sensitive
faciliator who understands the social
psychology of small groups.
* Requires a dedication to quantity rather than
quality.
* Shy people can have difficulties in
participating.
* May not be appropriate for some business
or international cultures.
THANKS FOR LISTENING 