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Essentials of
Business
Communication 12e
Mary Elle n G u f f e y Dana Lo e w y

Emerita Professor of Business Emerita Lecturer, Business Communication
Los Angeles Pierce College California State University, Fullerton
m.e.guffey@cox.net dloewy@fullerton.edu
Australia ● Brazil ● Canada ● Mexico ● Singapore ● United Kingdom ● United States
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Print Number: 01 Print Year: 2022
Essentials of Business
Communication 12e
Dear Business Communication Instructors and Students:
Welcome to the Twelfth Edition of Essentials of Business
Communication! We are eager to invite you to examine
this substantially revised edition that focuses on develop-
ing job-ready and future-proof skills for students entering
today’s complex mobile and social workplace. After lead-
ing the business communication textbook market for nearly
30 years, this book has become an even more valuable
teaching/learning package.
Photographer: Barbara D’Allessandro

All the features that made this award-winning book
so successful over the decades have been updated with
relevant, current research transformed into stimulating
content and learning activities. Our goal is to help students
develop vital communication skills while also easing the
instructor’s workload in delivering superior online and
classroom resources. A few key features of the Twelfth
Edition are listed here: Mary Ellen Guffey and Dana Loewy
■■ Trusted content. This new edition reflects the prevalence of communication tech-
nologies in today’s social and mobile workplace. We have thoroughly revised the book
to present best practices for e-mailing, texting, enterprise messaging (Slack), blog-
ging, podcasting, working in face-to-face and remote teams, and using social media
professionally.
■■ Development of job-ready and future-proof skills. Students will find special empha-
sis on emotional intelligence, professionalism, listening, teaming, critical thinking, and
other interpersonal skills that cannot be replaced by artificial intelligence, automation,
and other technological advances, thus making business graduates recession-proof
and future-ready.
■■ MindTap. A multimedia learning experience, MindTap provides a complete ebook
combined with unparalleled resources to achieve success in the course. Those resources
include abundant grammar/mechanics, chapter assignments with rich feedback, model
documents, skills-based activities, and flashcards. This multimedia learning experience
seamlessly integrates chapter content with most colleges’ preferred learning manage-
ment systems allowing instructors to customize activities.
■■ Latest trends in job searching and interviewing. True to our goal of making stu-
dents job ready, Chapters 13 and 14 provide countless tips for today’s job search, how
to build a personal brand, and how to network. Students benefit from knowing the
latest trends in résumé and interview practices, including tips for successful one- and
two-way interviewing, whether face-to-face or remotely.
For additional helpful instructor resources such as ready-to-use exercises with solu-
tions, please visit the Guffey Team blog at https://bizcombuzz.com, and follow us on
Facebook and Twitter (@danaloewy).
Cordially,
Mary Ellen Guffey & Dana Loewy
Dr. Mary Ellen Guffey Dr. Dana Loewy

Emerita Professor of Business Emerita Lecturer, Business Communication
Los Angeles Pierce College California State University, Fullerton
m.e.guffey@cox.net dloewy@fullerton.edu
Brief Contents
Unit 1: Business Communication in the Information Age 1

1 Thriving in a Digital, Social, and Mobile Workplace 2
Unit 2: The Writing Process in the Digital Era 37

2 Planning Business Messages 38
3 Organizing and Drafting Business Messages 62
4 Revising Business Messages 86
Unit 3: Workplace Communication 111

5 Short Workplace Messages and Digital Media 112
6 Positive and Neutral Messages 152
7 Bad-News Messages 189
8 Persuasive Messages 222
Unit 4: Business Reports and Proposals—Best Practices 257

9 Informal Reports 258
10 Proposals and Formal Reports 292
Unit 5: Professionalism, Teamwork, Meetings, and Speaking Skills 333

11 Professionalism at Work: Business Etiquette, Teamwork, and Meetings 334
12 Business Presentations 369
Unit 6: Employment Communication 405

13 The Job Search, Résumés, and Cover Messages 406
14 Interviewing and Following Up 451
Appendixes
A Document Format Guide A-1
B Citation Formats B-1
C Correction Symbols and Proofreading Marks C-1
D Grammar/Mechanics Handbook D-1
End Matter
Notes N-1
Index I-1
iv Brief Contents
Contents
Unit 1 Business Communication
in the Information Age
1 Thriving in a Digital, Social, and Mobile Workplace

1-1 Succeeding With Twenty-First-Century Key Terms 25
2
Skills 2 Chapter Review 26

1-2 Practicing Active Listening 10 Critical Thinking 26
1-3 Communicating Nonverbally 12 Activities and Cases 26
1-4 Understanding Culture and Grammar/Mechanics Checkup 1 32
Communication 16 Editing Challenge 1 34
1-5 Ensuring Intercultural Effectiveness 20 Communication Workshop: Technology 35
Summary of Learning Outcomes 24
Unit 2 The Writing Process in the Digital Era
2 Planning Business Messages

2-1 Exploring the Communication Process 38
38
Key Terms 54
2-2 Applying the 3-x-3 Writing Process Chapter Review 55
to Business Messages 40 Critical Thinking 55
2-3 Analyzing the Purpose and Anticipating Writing Improvement Exercises 55
the Audience 43 Radical Rewrites 57
2-4 Employing Expert Writing Techniques Activities 58
to Adapt to Your Audience 46 Grammar/Mechanics Checkup 2 59
2-5 Improving the Tone and Clarity Editing Challenge 2 60
of a Message 49 Communication Workshop: Career Skills 61
3 Organizing and Drafting Business Messages

3-1 Drafting Workplace Messages Begins Key Terms 77
62
With Research 62 Chapter Review 77

3-2 Organizing Ideas to Show Relationships 65 Critical Thinking 78
3-3 Writing a First Draft With Powerful Writing Improvement Exercises 78
Sentences 68 Radical Rewrites 81
3-4 Mastering Four Helpful Writing Grammar/Mechanics Checkup 3 82
Techniques 71 Editing Challenge 3 84
3-5 Building Well-Organized Paragraphs 74 Communication Workshop: Social Media 85
Contents v
4 Revising Business Messages
4-1 Revising: Applying Phase 3 of the
86
Writing Process 86 Key Terms 102
4-2 Ensuring Message Clarity 91 Chapter Review 102
4-3 Improving Readability With Strategic Critical Thinking 103
Document Design 94 Writing Improvement Exercises 103
4-4 Catching Errors With Careful Radical Rewrites 106
Proofreading 97 Grammar/Mechanics Checkup 4 107
4-5 Evaluating the Effectiveness of Your Editing Challenge 4 108
Message 101 Communication Workshop: Technology 109
Unit 3 Workplace Communication
5 Short Workplace Messages and Digital Media

5-1 Communicating in the Digital Age Key Terms 139
112
With E-Mails and Memos 112 Chapter Review 140

5-2 Messaging and Texting at Work 120 Critical Thinking 140
5-3 Making Podcasts Work for Business 125 Writing Improvement Exercises 140
5-4 Telling Stories With Blogs and News Radical Rewrites 142
Sites 128 Activities and Cases 144
5-5 Navigating Social Networking for Grammar/Mechanics Checkup 5 148
Business 132 Editing Challenge 5 150
Summary of Learning Outcomes 138 Communication Workshop: Social Media 151
6 Positive and Neutral Messages

6-1 Routine E-Mails, Memos, and Letters 152
152
Chapter Review 174
6-2 Typical Request, Response, Critical Thinking 175
and Instruction Messages 155 Writing Improvement Exercises 175
6-3 Direct Claims and Complaints 162 Radical Rewrites 176
6-4 Adjustment Messages 166 Activities and Cases 179
6-5 Goodwill Messages 169 Grammar/Mechanics Checkup 6 186
Summary of Learning Outcomes 173 Editing Challenge 6 187
Key Terms 174 Communication Workshop: Ethics 188
7 Bad-News Messages
7-1 Communicating Negative News
189
Key Terms 210
Strategically 189 Chapter Review 211
7-2 Examining Bad-News Strategies 190 Critical Thinking 211
7-3 Composing Effective Bad-News Writing Improvement Exercises 211
Messages 194 Radical Rewrites 212
7-4 Refusing Typical Requests and Claims 199 Activities and Cases 214
7-5 Managing Bad News Within Grammar/Mechanics Checkup 7 218
Organizations 205 Editing Challenge 7 220
Summary of Learning Outcomes 210 Communication Workshop: Intercultural Skills 221
vi Contents
8 Persuasive Messages
8-1 Understanding Persuasion in
222
the Contemporary Workplace 222 Key Terms 241
8-2 Planning and Writing Persuasive Chapter Review 241
Requests 224 Critical Thinking 242
8-3 Writing Effective Persuasive Claims Writing Improvement Exercises 242
and Complaints 227 Radical Rewrites 243
8-4 Crafting Persuasive Messages Activities and Cases 245
in Digital Age Organizations 229 Grammar/Mechanics Checkup 8 252
8-5 Creating Effective Sales Messages Editing Challenge 8 254
in Print and Online 230 Communication Workshop: Ethics 255
Unit 4 B
usiness Reports and Proposals—
Best Practices
9 Informal Reports
9-1 Writing Reports in the Digital Age 258
258
Chapter Review 284
9-2 Formats and Heading Levels 262 Critical Thinking 284
9-3 Analyzing the Problem, Defining the Purpose, Activities and Cases 284
and Collecting Data 267 Grammar/Mechanics Checkup 9 288
9-4 Preparing Short Informational Reports 269 Editing Challenge 9 290
9-5 Preparing Short Analytical Reports 275 Communication Workshop: Mastering Team
Summary of Learning Outcomes 283 Writing Projects 291
Key Terms 283
10 Proposals and Formal Reports

10-1 Crafting Winning Business Proposals 292
292
10-2 Preparing Formal Business Reports 297 Key Terms 321
10-3 Conducting Primary and Secondary Chapter Review 321
Research 301 Critical Thinking 322
10-4 Documenting Information 308 Activities and Cases 322
10-5 Creating Meaningful Graphics 311 Grammar/Mechanics Checkup 10 328
10-6 Assembling and Completing Formal Editing Challenge 10 330
Business Reports 316 Communication Workshop: Technology 331
Contents vii
Unit 5 Professionalism, Teamwork, Meetings,
and Speaking Skills
11 Professionalism at Work: Business Etiquette,

Teamwork, and Meetings 334
11-1 Developing Professionalism and Business Summary of Learning Outcomes 359
Etiquette Skills On-Site and Online 334 Key Terms 360
11-2 Communicating Face-to-Face on the Chapter Review 360
Job 338 Critical Thinking 360
11-3 Following Telephone and Voice Activities and Cases 361
Mail Best Practices 343 Grammar/Mechanics Checkup 11 365
11-4 Excelling in Professional Teams 347 Editing Challenge 11 367
11-5 Making the Most of Face-to-Face and Virtual Communication Workshop: Career Skills 368
Meetings 352
12 Business Presentations
12-1 Creating Effective Business
369
Presentations 369 Key Terms 394
12-2 Organizing Presentations to Connect With Chapter Review 394
Audiences 371 Critical Thinking 394
12-3 Understanding Contemporary Activities and Cases 394
Visual Aids 378 Grammar/Mechanics Checkup 12 400
12-4 Preparing Engaging Multimedia Editing Challenge 12 402
Presentations 382 Communication Workshop: Collaboration
12-5 Refining Delivery, Rehearsing, Is King 403
and Performing Your Talk 387
Unit 6 Employment Communication
13 The Job Search, Résumés, and Cover Messages

13-1 Harnessing Technology in Today’s Key Terms 442
406
Challenging Job Market 406 Chapter Review 443

13-2 Exploring the Open Job Market 410 Critical Thinking 443
13-3 Unlocking the Hidden Job Market 412 Radical Rewrites 444
13-4 Customizing Your Résumé 417 Activities and Cases 445
13-5 Using Digital Tools to Fine-Tune Grammar/Mechanics Checkup 13 448
Your Job Search 429 Editing Challenge 13 449
13-6 Cover Letters—Do They Still Matter? 434 Communication Workshop: Ethics 450
viii Contents
14 Interviewing and Following Up
14-1 Sharpening Your Interview Skills 451
451
Chapter Review 478
14-2 Before the Interview 454 Critical Thinking 479
14-3 During the Interview 459 Radical Rewrites 479
14-4 After the Interview 471 Activities and Cases 480
14-5 Preparing Additional Employment Grammar/Mechanics Checkup 14 487
Documents 474 Editing Challenge 14 489
Summary of Learning Outcomes 477 Communication Workshop: Career Skills 490
Key Terms 478
Appendixes
Appendix A Document Format Guide A-1
Appendix B Citation Formats B-1
Appendix C Correction Symbols and Proofreading Marks C-1
Appendix D Grammar/Mechanics Handbook D-1
End Matter
Notes N-1
Index I-1
Contents ix
Essentials of Business
Communication 12e
This book and this course may well be the most important in your entire college
curriculum!
This leading text and MindTap guide you in developing the communication compe-
tencies most important for professional success in today’s hyperconnected digital age.
Refine the skills that employers value most, such as superior writing, speaking, presenta-
tion, critical thinking, and teamwork skills.
Survey after survey reveals that employers are seeking new-hires with these key skills:
■■ Written and oral communication skills
■■ Critical thinking and analytical reasoning
■■ Ethical decision making
■■ Teamwork skills
■■ Professionalism
Promptness Dining etiquette

Giving and accepting
criticism graciously Good hygiene
and grooming
Apologizing for errors
Sincerity Attractive
business attire
Courtesy Appearance
Helpfulness Respect Appeal Ability to
compromise
Showing up Collegiality
prepared Tolerance
Sharing Fair treatment
Tact
of others
Delivering high-
quality work Reliability Honesty Self-control
Diligence Ethics
Dependability Truthfulness
Honoring commitments Respecting others

and keeping promises
Fair competition
Consistent
performance Empathy
No other college course gives you training in all of these skills at once! Based on inter-
views with successful practitioners and extensive research into the latest trends, tech-
nologies, and practices, this edition offers synthesized advice on building your personal
brand, using LinkedIn effectively, and résumé writing. Meaningful assignments, editing
x Essentials of Business Communication 12e
opportunities, and digital practice tools further equip you with the communication skills
to stand out in business today.
Essentials of Business Communication, 12e, covers the following topics you will find
indispensable in the digital-age workplace:
■■ Expert writing techniques geared to developing your writing skills plus Radical
Rewrites, authentic model documents, and engaging activities in which you apply
your skills—for example, by tackling proofing and revision in each chapter’s Editing
Challenge
■■ Presentation skills featuring contemporary examples including coverage of smart-
phone best practices to prepare you for the realities of workplace communication and
technology
■■ Critical-thinking questions and activities in every chapter to stimulate and develop
skills ever more important in a society confronted by disinformation
■■ Coverage and assignments focusing on ethics, climate change, remote work, and
other urgent, timely business subjects
■■ Teamwork skills with a heavy emphasis on professionalism and etiquette in the work-
place so that you will know how to meet employer expectations and excel in teams
face-to-face or working from home
■■ Coverage of social media and mobile technology showing how their explosive growth
has not only sparked disruptive new business models in the new sharing economy but
also facilitated the dark side of the Internet
■■ Two updated employment chapters (a) providing tips for a labor market that is more
volatile and technology-driven than ever before and (b) accounting for a workplace
that’s being profoundly transformed in the wake of the COVID-19 pandemic.
From senior managers: Most common breaches of From workers: Most common breaches of workplace
workplace etiquette committed by staff or coworkers: etiquette committed by colleagues:
Running late or Gossiping about others
34% 24%
missing meetings in the office
Being distracted during
Not responding to calls meetings (checking 18%
26% phone or writing e-mails)
or e-mails in a timely way
Not responding to calls 17%
Gossiping about others or e-mails in a timely way
23%
in the office
Running late or 12%
Being distracted during missing meetings
meetings (checking 7%
phone or writing e-mails)
Criticizing others publicly 7%
Not crediting others 6%
when appropriate Not crediting others 5%
when appropriate
Criticizing others publicly 2%

Something else 3%
Staff or coworkers do not 2% Staff or coworkers do not 14%

commit etiquette breaches commit etiquette breaches
Premium Online Resources with MindTap

■■ MindTap for Essentials of Business Communication, 12e, helps you see the
importance of communication skills in practice.
■■ A comprehensive Grammar and Mechanics Pre-Course Diagnostic provides an
opportunity to assess your basic language skills in key areas and receive a custom
report about your proficiency in each, with options for further review. Upon review-
ing your results, you can continue to hone your language skills with targeted Gram-
mar/Mechanics tutorials and put those skills into practice with additional Grammar/
Mechanics Checkups.
Essentials of Business Communication 12e xi
■■ Each unit opens with a “Why Does This Matter to Me?” activity, showcasing how
each part you’re learning about connects to your future business success.
■■ “Learn It” Concept Check Quizzes test your knowledge and understanding of the
chapter material and provide immediate feedback about your performance.
■■ “Apply It” Activities include the comprehensive Chapter Assignment that chal-
lenges you to apply what you’re learning within examples and business communication
scenarios—delivering detailed immediate feedback to underscore chapter concepts
in context. Flex your growing communication skills muscle with Video Presentation
activities challenging you to apply what you’re learning in real time.
■■ The “Study It” Practice Quiz enables you to prepare and study for upcoming exams
by reinforcing your knowledge, understanding, and application of chapter concepts.
■■ Each unit ends with a Writing Assignment activity that provides the opportunity to
learn in context, deepening your understanding of chapter topics and concepts while
building your written communication skills and business acumen.
■■ Model Documents included throughout the chapters explain and illustrate many con-
cepts and walk through how to write positive, bad-news, claim adjustment, persuasive,
and sales messages.
■■ The Cengage Mobile App empowers you to learn on your terms. Read or listen to
your textbook on any mobile device and study with the aid of included tools.
Search Social Media Networks

Favorites Logs
Gary Goreman
Chats All
Go ahead, post!
and Mobile Technology
Senior Studio Designer
Update your status

Monica Meyer
Any idea how the voicemail feature works in other The authors address workplace social media and commu-
locations (like Hamburg, Germany) ...?
Calendar Available
All
nication technology in a chapter dedicated to best prac-
Phone 408-635-5000 Ext. 87045
Gregorio Sanchez
Is anyone reading the feedback on bugs?
tices on the job. Because these skills are fundamental in
Video Start a video session
I've submitted a bunch and had no responses at all.
Want to know I'm not wasting my time. the contemporary world of work, social media and com-
Chat Start a chat session
All
munication technology are integrated in each chapter.
Stephen Robinson
Email goreman@aruba.com Why do I always show as "not connected"? I tried connecting
via VPN, no help... can't make any calls, yet can use vibes
Every chapter reflects the pervasive influence of com-
Location San Jose, CA
All munication technology on business writing. This state-of-
Department Global Design
Manager Wes Cooper

James Ridell
Can we have some Emoticons please? the-art coverage makes it clear that writing and speaking
Type Regular
All are more important than ever in the rapidly changing
About Me Part of the global studio
Vicky Ramirez-Villa
No vibes during SJ shutdown? Come on... :) world of work. Careers are made or thwarted based on
design team located in
San Francisco and Beijing,
I use Aruba tools to tell
All one’s online digital persona.
stories with video.
Carole McKaye
Is it possible to retrieve chat history? ■■ New sections discussing current digital workplace tools
are complemented by brand new coverage of social
media’s disturbing side to help you navigate the com-
plex world of work and hone your critical thinking skills.
■■ New discussions of workplace messaging are included, particularly the ever popular but
controversial app Slack, complete with a guide to Slack etiquette.
■■ New stimulating coverage of the negative aspects of technology and social media—for
example, security breaches, cyberbullying, doxxing, online echo chambers, and disinfor-
mation—and how they affect us as businesspeople and citizens has been added.
■■ New activities, identified with the Social Media and Communication Technology icon,
reflect the preeminence of writing in the digital workplace and prompt you to develop
your professional social networking skills—frequently using structured role play.
■■ The coverage in the Grammar/Mechanics Guidebook was expanded to include advice
for the use of gender-neutral pronouns and honorifics to reflect changes in the workplace
seeking diversity and inclusion.
xii Essentials of Business Communication 12e
Appreciation for Support
No successful textbook reaches a No. 1 position without a great deal of help. We are exceedingly grateful to the review-
ers and other experts who contributed their pedagogic and academic expertise in shaping Essentials of Business
Communication.
We extend sincere thanks to many outstanding professionals at Cengage Learning, including Erin Joyner, senior vice
president, Higher Education; Joe Sabatino, product director, Higher Education; Heather Thompson, product manager,
Business Communication; Clara Kuhlman, manager, Content Creation, Tony Winslow, marketing manager; Felicia Bennet,
designer. Our very special thanks go to Kate Begley Reed, content manager, for her meticulous planning, professional
project management, and helpful can-do attitude, as well as to Megan Guiliani, learning designer, for always providing
the right polished phrase.
For their expertise in creating superior student assessment and support materials, our thanks go to Nicole Adams,
University of Dayton, Susan Schanne, Eastern Michigan University, Anne Sheroff, and Steve Harris.
Mary Ellen Guffey
Dana Loewy
Heartfelt Thanks to Reviewers

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Appreciation for Support xiii
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Appreciation for Support xv
About the Authors
Dr. Mary Ellen Guffey Dr. Dana Loewy
A dedicated professional, Dana Loewy taught busi-
Mary Ellen Guffey has ness communication at
taught business com- California State University,
munication and business Fullerton for nearly two
English topics for over decades. She enjoyed
35 years. She received a introducing undergradu-
bachelor’s degree, summa ates to business writing
cum laude, from Bowling and honing the skills of
Mary Ellen Guffey
Green State University; a graduate students in
Dana Loewy
master’s degree from the managerial communica-
University of Illinois, and tion. Concurrently, she
a doctorate in business also taught various
and economic education from the University of California, German courses and was a regular guest lecturer at
Los Angeles (UCLA). She has taught at the University Fachhochschule Nürtingen, Germany. Dr. Loewy has
of Illinois, Santa Monica College, and Los Angeles played an increasingly significant role in collaborating
Pierce College. with Dr. Guffey on recent editions of Essentials of
Now recognized as the world’s leading business com- Business Communication and Business Communication:
munication author, Dr. Guffey corresponds with instruc- Process & Product.
tors around the globe who are using her books. She is Dr. Loewy holds a master’s degree from Bonn Uni-
the founding author of the award-winning Business Com- versity, Germany, and earned a PhD in English at the
munication: Process and Product, the leading business University of Southern California. Fluent in several lan-
communication textbook in the United States. She also guages, among them German and Czech, her two native
wrote Business English, which serves more students than languages, Dr. Loewy has authored critical articles in
any other book in its field; Essentials of College English; many areas of interest—literary criticism, translation, busi-
and Essentials of Business Communication, the leading ness communication, and business ethics. Before teaming
text/workbook in its market. Dr. Guffey is active profes- up with Dr. Guffey, Dr. Loewy worked as a professional
sionally, serving on the review boards of the Business and translator for 25 years. Active in the Association for Busi-
Professional Communication Quarterly and the Journal of ness Communication, Dr. Loewy is now focusing on her
Business Communication, publications of the Association consulting practice. Most recently she advised a German
for Business Communication. She participates in national bank and a California-based nonprofit organization on
meetings, sponsors business communication awards, and communication strategy and effective writing techniques.
is committed to promoting excellence in business com- In addition to a stint in brand-name consulting, she is also
munication pedagogy and the development of student a business etiquette consultant certified by The Protocol
writing skills. School of Washington.
xvi About the Authors
1
Business
Communication in
the Information Age
Chapter 1
Thriving in a
Digital, Social, and
Mobile Workplace
Yasar Turanli/Shutterstock.com
Thriving in a Digital, Social,
and Mobile Workplace
Chapter
1
Learning Outcomes
After studying this chapter,
you should be able to do
the following:
1 Describe how commu-

nication skills fuel career
success in a challenging
digital age marketplace.
2 Use active listening

techniques.
3 Discuss how effective

nonverbal communication
can help you build your
credibility and advance
your career.
4 Describe the key dimen-

sions of culture and how
technology and social
media shape intercultural
communication.
5 Identify strategies for

enhancing intercultural
iStockPhoto/Metamorworks
effectiveness and commu-
nication across cultures.
1-1 Succeeding With Twenty-First-Century

Skills
What will the workplace of the future look like, and will you have the skills to succeed
in it? Technologies are rapidly transforming how we work and communicate. Robots,
automation, and artificial intelligence (AI) are radically reshaping and even destroying
many occupations. Experts estimate that almost half of all present jobs will disappear
in the next decade, although new jobs are also likely to emerge.1 Future-proof
occupations will require communication, managing people, creativity, and specialized
knowledge.
The COVID-19 pandemic injected high uncertainty into the global labor markets.
It has also forced an unprecedented expansion of remote work and, therefore,
accelerated the ongoing digital transformation of the workplace. On average, 44
Learning
Outcome
Describe how communica-
1
percent of the labor force were able to work from home.2 Some may do so permanently tion skills fuel career suc-
or continue in some hybrid fashion. In a hyperconnected, always-on environment, cess in a challenging digital
communication skills are critical.3 Your ability to communicate will always be on display. age marketplace.
This first chapter introduces communication in business today. It addresses listening
skills, nonverbal communication, the cultural dimensions of communication, and
intercultural job skills. The remainder of the book is devoted to developing specific
writing and speaking skills.
1-1a Communication Skills and Career Success

Superior communication skills will make you marketable in the workplace of the
future regardless of the economic climate. When competition is fierce, excellent
communicators immediately stand out. In poll after poll, communication tops recruiters’
wish lists.4 In one recent survey of job postings, written and oral communication ranked
first among the five most desirable attributes in job seekers, ahead of management,
leadership, problem-solving, and teamwork skills.5 Your ability to communicate is a
stepping-stone to great job opportunities.
Do you know how your skills measure up? The good news is that you can learn
effective communication. This textbook and this course may well be the most important
in your entire college curriculum because they can equip you with the skills most
“Communication
needed in today’s information- and data-driven workplace.
makes the world go
round. It facilitates
human connections,
1-1b Why Communication and Other Social Skills Matter and allows us to
Today’s workers communicate more, not less, since information technology, mobile learn, grow and
devices, and social media have swept the workplace. According to one survey, the progress. It’s not
average employee spends almost 12 hours per week answering e-mails at the office just about speak-
and another 5 hours from home.7 Many office workers also write reports, memos, ing or reading, but
presentations, instant messages, social media posts, and more. Messages travel understanding what
instantly to distant locations, reaching potentially huge audiences. Work team members is being said—and in
can collaborate virtually, often across vast distances. In such a networked environment, some cases what is
writing, speaking, and other professional skills count more than ever.8 not being said.”6
In an information-based economy, employers seek workplace-ready employees Richard Branson,
with a broad range of skills and high levels of knowledge in their field. Researchers billionaire entrepreneur,
warn that to be successful, workers need essential twenty-first-century skills such as founder of the Virgin Group
oral and written communication, teamwork, analytical thinking, problem solving, and
media savvy.9 Communication plays a leading role, and most Americans know it. Pew
Research found that 90 percent of the respondents in one of its studies considered
communication the No. 1 skill for a successful life.10 Furthermore, jobs relying heavily on
transferrable skills such as communication are more likely to survive automation and will
offer the most opportunities in the future.11
Communication and Employability. Not surprisingly, many job listings require Note: Small superscript
excellent oral and written communication skills. An analysis of 142,000 job numbers in the text announce
advertisements revealed that the most highly requested interpersonal skills were information sources. Full
citations are near the end
oral communication (28 percent) and written communication (23 percent), followed by
of the book. This edition
collaboration (22 percent) and problem solving (19 percent).13 An earlier study of 2.3
uses a modified American
million LinkedIn profiles showed similar results: Oral and written communication skills Psychological Association
were the top skills set sought by a large margin.14 (APA) reference format.
In addition, as you will learn in later chapters, recruiters will scrutinize your online
presence to learn about your communication skills and professionalism. Naturally,
they will not hire candidates who write poorly or post inappropriate content.15 Your
reputation and personal credibility are vital assets you must guard.
Chapter 1: Thriving in a Digital, Social, and Mobile Workplace 3
Techies Communicate Too. Yes, accountants and information technology workers
must be able to interact and collaborate with others. The COVID-19 pandemic has
thrust employees in all job roles into the limelight, as they work remotely and depend
on digital meeting tools. Therefore, IT departments are much needed, and techs
must possess people skills. An executive for a corporate recruiting firm explains:
“The brilliant, introverted developer continues to be in high demand, but we are
also seeing an uptick in requirements for relationship building, business acumen and
communications in our searches.”16 Technical skills alone are insufficient.
In an economy relying on innovation, generating ideas isn’t enough; they must
be communicated clearly, often in writing.17 As one executive coach put it: “Having
excellent writing skills can make you an indispensable member of your team or
“Your results in life company. And it’s one of the best ways to remain consistently employable—no matter
will be magnified if your profession.”18 Keeping your skills sharp will allow you to weather any disruption to
you can communicate the economy, even devastating events such as a global pandemic.
them better. The only Many Grads Are Not Ready. With added job responsibilities, you will be expected to
diploma I hang in my make sound decisions and solve complex problems as you advance. Yet in a PayScale
office is the com- survey, half of the employers said new-hires are not workplace ready, mainly lacking
munications diploma critical-thinking and reasoning skills.19
I got from Dale In another important study, employers noted that students were adequately trained
Carnegie in 1952. . . . for entry-level jobs but were not equipped for advancement. In their view, promotable
Without good com- graduates excel at oral communication, critical thinking, ethical judgment, teamwork,
munication skills you independent work, self-motivation, writing, and real-world application of learning.
won’t be able to However, only 40 percent are well prepared, said the executives.20 To make sure you
convince people to impress future employers, take advantage now of opportunities to strengthen your
follow you even writing, presentation, and critical-thinking skills.
though you see over
Writing Is in Your Future. Regardless of the field you choose, you probably will be
the mountain and
sending many digital messages, such as the e-mail shown in Model Document 1.1.
they don’t.”12
Because electronic mail and other digital media have become important channels
Warren Buffett, of communication in today’s workplace, all digital business messages must be clear,
business tycoon, concise, and professional. Notice that the message in Model Document 1.1 is more
investor, and philanthropist businesslike than the quick text or e-mail you might send to friends and family. Learning
to write professional digital messages will be an important part of this course.
1-1c Employers Want Professionalism

In addition to technical knowledge, your future employer will expect you to show
professionalism and possess what are variously called soft skills, people skills, or
emotional intelligence. These powerful social skills are anything but “soft” or inferior,
however. To reflect their growing importance, we prefer the terms interpersonal skills
or professional skills, which may be defined as a combination of communication,
logical reasoning, critical-thinking, teamwork, and management skills.21
Not every job seeker is aware of the employer’s expectations, even the most basic
ones. In some regions of the United States devastated by the opioid crisis, factories
struggle to fill openings with candidates who can pass a drug test. One official puts it
bluntly: “Employers just want someone who will get up, dress up, show up, shut up, and
never give up.”22
Some new-hires seem surprised that excessive absenteeism or tardiness is grounds
for termination, and many employees invite negative attention by sprinkling their
speech with like, you know, and uptalk (making declarative statements sound like
questions).
Projecting a professional image can make a real difference in helping you obtain the
job of your dreams. Once you get that job, you are more likely to be taken seriously
and promoted if you present yourself as professional. Don’t send the wrong message
and risk losing your credibility with unwitting and unprofessional behavior. Figure 1.1
reviews areas you will want to check to be sure you are projecting professionalism.
4 Chapter 1: Thriving in a Digital, Social, and Mobile Workplace
Model Document 1.1 A Professional E-Mail Message
Because e-mails have all but replaced business letters and interoffice memos in most workplaces, they must be written
carefully, provide complete information, and sound businesslike and professional. Notice that this message is more
formal in tone than e-mail messages people might dash off to friends.
Send Options... HTML ?
To: Customer Service Improvement Team Uses precise sub-

ject line to convey
From: Nando Columbo <nando.columbo@demotech.com> key information
Subject: Social Media Strategy Meeting: Monday, February 7 quickly
Starts with casual Hi, Team,

greeting to express
friendliness As recommended at our last meeting, I have scheduled an e-marketing and social me- Announces most
dia specialist to speak to us about improving our social media response times. Social important idea first
media consultant Natalia Aretti, founder of Omni Marketing Solutions, has agreed to with minimal back-
ground information
discuss ways to turn our social media presence into a competitive advantage. Mark
your calendars for the following:
Sets off meeting Social Media Strategy Meeting

information for Monday, February 7, 11 a.m. to 2 p.m.
easy recognition
and retrieval Conference Room
In previous meetings our team acknowledged that customers are increasingly turning
to our website, blog, and Facebook pages to locate information, seek support, and
connect with us. However, we are experiencing problems in responding quickly and
effectively. Ms. Aretti promises to address these concerns. She will also tell us which
additional social media channels could help us reach our key demographic—millennials.
Ms. Aretti will help us decide whether we should hire an in-house social media manager
or pay for an external service. To make this meeting most productive, she asks that Provides details
each team member submit at least two questions or problem areas for discussion. about meeting with
Bullets action transition to action
requests and places Action Requests: requests
them near message
end where readers • Please send two discussion questions to Andrew (andrew.yong@demotech.com) Closes by telling
expect to find them by February 2 at 5 p.m. so that he can relay them to Ms. Aretti. where to find addi-
tional information;
Because this doc-
• Because we will be ordering box lunches for this meeting, please make your also expresses
ument shows an selection on the intranet no later than February 2. appreciation
internal e-mail, a full
signature block is If you have any questions, drop by my office or send a note. Thanks for your continued
not necessary. Co- efforts to improve our customer service!
workers tend to be
connected on the Nando
same e-mail system
and can easily find Nando Columbo
one another. E-mails Director, Customer Service
to external audiences
require a signature
block with full contact
information.
You will learn more about interpersonal skills and professionalism in Chapter 11. The
Communication Workshop at the end of this chapter will help you explore your future
career and the need for professional skills.
1-1d The Economic Benefit of Your College Education

As college tuition rises steeply and student debt mounts, you may wonder whether
going to college is still a good investment. The American public seems to share this
skepticism, as a Gallup poll suggests. Fewer than half of adults in the United States
expressed confidence in higher education.24 Yet the effort and money you invest in
Figure 1.1 Projecting Professionalism When You Communicate
Unprofessional Professional
Uptalk, a singsong speech pattern, making
sentences sound like questions; like used as
Speech Recognizing that your credibility can be
seriously damaged by sounding uneducated,
a filler; go for said; slang; poor grammar and habits crude, or adolescent.
profanity.
Sloppy messages with incomplete sentences, Messages with subjects, verbs, and punctuation,
misspelled words, exclamation points, IM slang, free from IM abbreviations; messages that are
and mindless chatter. E-mail addresses such as
partyanimal@gmail.com, snugglykitty@icloud
E-mail concise and spelled correctly even when brief.
E-mail addresses that include a name or a
.com, or hotmama@outlook.com. positive, businesslike expression.
Suggestive Twitter handles and user names

that point to an immature, unhealthy lifestyle. Internet, Real name Twitter handles and user names that
don’t sound cute or like chatroom nicknames.
Posts that reveal political, religious, and other social media Posts in good taste, fit for public consumption.
personal leanings.
An outgoing message with strident background An outgoing message that states your name or
music, weird sounds, or a joke message. Voice mail phone number and provides instructions for
leaving a message.
Soap operas, thunderous music, or a TV football A quiet background when you answer the
game playing noisily in the background when you Telephone telephone, especially if you are expecting a
answer the phone. presence prospective employer’s call.
Using electronics during business meetings for Turning off phone and message notification,
unrelated purposes or during conversations with Cell phones, both audible and vibrate, during meetings;
fellow employees; raising your voice (cell yell); using your smart devices only for meeting-
forcing others to overhear your calls. tablets related purposes.
Sending and receiving text messages during Sending appropriate business text messages
meetings, allowing texting to interrupt face-to-
face conversations, or texting when driving.
Texting only when necessary (perhaps when a
cell phone call would disturb others).
earning your college degree will most likely pay off. Depending on the demand for their
major, college graduates earn more, suffer less unemployment, and can choose from a
wider variety of career options than workers without a college education.25 As
Figure 1.2 shows, graduates with bachelor’s degrees and higher earn nearly three
times as much as people with less than a high-school education and are more than
three times less likely to be unemployed.
As we have seen, interpersonal skills are highly prized but often in short supply.
Workers who lack them may lose their jobs. One researcher even claims that half of
all terminations are attributable to poor “soft” skills.26 A survey of employers confirms
that interpersonal skills such as communication ability can tip the scales in favor of one
job applicant over another.27 Your ticket to winning in a competitive job market and
launching a successful career is good communication skills.
Figure 1.2 The Education Bonus: Higher Income, Lower Unemployment
Education Median Weekly Earnings Unemployment Rate

High school not completed $ 619 11.7%
High school diploma 781 9.0%
Some college, no degree 877 8.3%
Associate’s degree 938 7.1%
Bachelor’s degree 1,305 5.5%
Master’s degree or higher

1,774 3.2%
(average)
Source: U.S. Bureau of Labor Statistics, Current population survey. (2021, April 21). Employment Projections: Unemployment rates and earnings by educational attainment, 2020.
Note: The COVID-19 pandemic doubled the average unemployment rate. However, job seekers with a college degree and excellent resilient skills such as communication will
remain employable.
1-1e Meeting the Challenges of the Information

Age Workplace
As a businessperson and as a business communicator, you will be affected by many
trends. Some of these trends include new, disruptive technologies, expectations
of around-the-clock availability, and teamwork. Other trends include flattened
management hierarchies, global competition, and a renewed emphasis on ethics. The
following overview reveals how communication skills are closely tied to your success in
a constantly evolving information age workplace.
■■ Disruptive technologies and social media. The new sharing economy (think Uber
or Lyft) emerged thanks to platforms accessible with smartphone apps and have
radically transformed whole industries. The sharing of bikes, cars, and e-scooters has “In a survey con-
changed urban transportation; similarly, Airbnb has disrupted the hospitality industry. ducted by PwC, CEOs
Social media continue to connect people around the world. Positive or negative cited ‘curiosity’ and
word of mouth travels at the speed of a few taps on a smartphone. The undeniable ‘open-mindedness’
advantages of social media also come with downsides (e.g., data breaches, invasion as traits that are
of privacy, identity theft, manipulation, and disinformation). Nevertheless, businesses becoming increas-
are unlikely to thrive without digital media. Once employed, you will need to keep up. ingly critical. Today’s
Figure 1.3 illustrates many technologies you will encounter in today’s workplace. star employees need
the full package:
■■ Remote work and 24/7/365 availability. Even before the COVID-19 pandemic hard or technical
forced 66 percent of U.S. employees to work from home at least part-time, skills backed up with
high-speed and wireless Internet access had freed 30 percent of workers from soft skills and emo-
conventional jobs in physical offices.28 As most employees (83 percent) embrace tional intelligence.
remote work,29 flexible arrangements may continue reshaping workplaces and office It isn’t enough to say
real estate. However, constant connectedness has also blurred the line between you’re good with peo-
work and leisure. Employees in the United States work long hours without extra ple, a resume catch-
compensation and receive the shortest paid vacations among their international phrase that’s become
counterparts. According to one study, they spend eight hours a week on average empty jargon.”23
answering work e-mails after hours.30 Experts caution that “digital overload” is a
Dennis Yang, technology
major stressor, leading to burnout.31 Global studies in the wake of the pandemic
entrepreneur, former CEO
have found that remote work may be bad for employees’ mental health.32 Be that as
of Udemy
it may, the office today and in the future is mobile, social, and always on.
■■ Collaboration and teams. Teamwork has become a reality in business. Many
companies have created cross-functional teams to empower employees and boost
Figure 1.3 Communication and Collaborative Technologies
Communication
alphaspirit.it/Shutterstock.com
Technologies at Work
Becoming familiar with communication technology in business will help Open Offices and Home Offices
you succeed on the job. Today’s digital workplace is shaped by mobile
devices, mobile apps, social media, superfast broadband and wireless The widespread use of smart
access, and other technologies that allow workers to share information, devices, wireless technology,
work from remote locations, and be more productive in or away from and VoIP has led to more fluid,
the office. With today’s tools you can exchange ideas, solve problems, flexible, and open workspaces.
Rasulov/Shutterstock.com
develop products, forecast future performance, and complete team Smaller computers and
projects any time of the day or night anywhere in the world. flat-screen monitors enable
designers to save space with
boomerang-shaped worksta-
Cloud Computing and Beyond: A tions and cockpit-style work
Social, Mobile, and Smart Future surfaces rather than space-
hogging corner work areas. Smaller breakout areas for impromptu
Increasingly, applications and data are stored in remote locations meetings are taking over some cubicle space, and digital databases
online, in the cloud. This ability to access data on remote servers with are replacing file cabinets. Mobile technology allows workers to be
a computer or mobile device is called cloud computing, and it has fully connected and productive on the go. The COVID-19 pandemic
helped fuel unparalleled mobility and information sharing. All social has accelerated the shift to remote-based work—a change that
media platforms are cloud-based, as are typical workplace applica- may become permanent in some business sectors, mainly tech and
tions such as Microsoft’s Office 365 or Adobe’s Creative Suite. insurance.
More changes on the horizon will transform our lives and communica-
tion; they include intelligent devices and appliances—the Internet of
things—artificial intelligence (AI), augmented reality (AR) and virtual
Smart Mobile
Denys Prykhodov/Shutterstock.com
reality (VR), voice-activated digital assistants such as Alexa or Siri, and Devices
self-driving vehicles. The emer-
gence of the digital currency
and Digital
Bitcoin has introduced blockchain Convergence
Insta_photos/Shutterstock.com
technology, a decentralized
network of shared and continu- Lightweight, ever-smaller
ously reconciled information, a devices provide phone,
vast database hosted by millions e-mail, Web browsing, and
of computers at once. Some calendar options anywhere there is a cellular or Wi-Fi network.
believe that blockchain will Tablets and smartphones such as Android devices and the iPhone
revolutionize the Internet. and iPad allow workers to tap into corporate databases and
intranets from distant locations. Users can check customers’ files,
complete orders, collect payment, and send out receipts remotely.
VoIP Phone Systems The need for separate electronic gadgets is waning as digital smart
devices are becoming multifunctional. With streaming video, connec-
Savvy businesses are
tivity between smart TVs and computers, and networked mobile
switching from traditional
Girts Ragelis/Shutterstock.com
devices, technology is converging, consolidating into increasingly

phone service to voice over
more powerful devices. Many smart devices today can replace digital
Internet protocol (VoIP).
still photography and video cameras. Mobile smart devices are also
This technology allows
competing with TVs and computers for primacy. Mobile apps rival
callers to communicate
the capabilities of full-fledged software applications on laptops, on
using a broadband Internet
desktops, and in the cloud.
connection, thus eliminating
long-distance and local
telephone charges. Higher-end VoIP systems now support unified
voice mail, e-mail, click-to-call capabilities, and softphones Wearable Devices: Smartwatches,
(Internet-based applications or mobile apps, such as Google Voice, AR and VR Headsets
for calling and messaging). Other free or low-cost options include
Skype and FaceTime. Most messaging apps—such as WhatsApp A growing trend in mobile computing is wearable devices.
and Facebook Messenger—now offer wireless voice calling and Activity trackers such as Fitbit, Apple Watch, and similar acces-
recorded voice messages. sories do more than record fitness activities. They are powerful
mobile devices that can sync using corporate social networks for messaging, collaboration, project
with other smart electronics. management, and data storage. Various popular enterprise-grade
Google Glass failed to capture platforms behind corporate firewalls include Yammer, Asana,
Panuwat Phimpha/
Shutterstock.com
a larger consumer market; Atlassian HipChat, and SharePoint.
however, with Google Lens, the
company continues to pursue
innovative augmented-reality Blogs,
head-mounted devices. More
Podcasts,
Source: Polycom, Inc.

affordable virtual-reality goggles, for example, Oculus Rift, are
popular with gamers, but VR headsets are also used in simulators, and Wikis
in training, and in patient therapy.
Businesses use blogs to keep
customers and employees
Speech informed and to receive feedback. Company news can be posted,
updated, and categorized for easy cross-referencing. Podcasts are
Recognition popular audio files played back from a website or downloaded to
Computers and mobile devices a digital audio player, typically a smart device. A wiki is an Internet
Monty Rakusen/Getty images

equipped with speech-recog- or intranet site that allows multiple users to collaboratively create,
nition software enable users to edit, and store digital files. Wikipedia is the best-known public-
dictate hands-free with accurate facing example. In companies, information can get lost in e-mails
transcription. Speech recognition and chat threads, but wikis provide easy access to important orga-
is particularly helpful to workers nizational documents and serve as a knowledge management tool.
with disabilities and professionals Wikis for business are often integrated within powerful enterprise
with heavy dictation loads, such social and messaging networks, for instance, in Slack.
as physicians and attorneys. Users can create documents, enter
data, compose and send e-mails, search the Web, and control their
notebooks, laptops, and desktops—all by voice. Smart devices can
Web Conferencing
also execute tasks with voice command apps—for example to dial a and Videoconferencing
call, find a route, or transcribe
voice mail. During the COVID-19
pandemic, Zoom grew
explosively to become
Tada Images/Shutterstock.com
Electronic Pre- the most popular video

conferencing tool for
sentations and homebound remote
Data Visualization workers. With Zoom and
iStockPhoto/Relif
other services such as
Business presentations in WebEx, GoToMeeting,
PowerPoint, Prezi, or Keynote and Skype for Business,
can be projected from a laptop or tablet, or posted online. users need only a
Sophisticated presentations may include animation, sound effects, computer or smart device and an Internet connection to hold
digital photos, video clips, or hyperlinks. In some industries, a meeting (webinar) with customers or colleagues in real time.
PowerPoint and other electronic slides (decks) are replacing or Although the functions are constantly evolving, Web conferencing
supplementing traditional hard-copy reports. Data visualization tools incorporates screen sharing, chats, slide presentations, text
such as SAS can help businesses make sense of large amounts of messaging, and application sharing. All services also provide voice
complex data. and video, making them videoconferencing tools as well. Best of all,
they can be accessed across all devices.
Oleksiy Mark/Shutterstock.com
Social Media Some companies have invested in sophisticated videoconferencing

rooms equipped with HD video cameras and large video screens.
for Business Two to 200 individuals can see each other and interact in real time,
although they may be far apart.
The term social media describes
technology that enables participants
to connect and share in social Gamification
networks online. For example, businesses use microblogging
services such as Twitter and Tumblr to message the public, drive Gamification is the application of game design techniques to
traffic to their blogs and websites, or announce events and promo- increase motivation and engagement. Much like computer games,
tions. They also track what is being said about them and their gamification platforms in business are designed to be fun and in turn
products and aim to respond immediately. increase productivity as well as revenue. Gamification techniques
include using badges or points to tap into workers’ natural desires
Similarly, organizations use social networks such as Facebook,
for competition, status, and achievement but also altruism and
Instagram, and others to interact with customers and build their
collaboration. Gamification is used in marketing, sales, customer
brands. Companies may also prospect for talent using social media
retention, and training, allowing employers to collect large amounts
networks, LinkedIn foremost among them. Many companies are
of productivity data.
their involvement in decision making. You can expect to collaborate with a team in
gathering information, finding and sharing solutions, implementing decisions, and
managing conflict. You may even become part of a virtual team whose members are
in remote locations.
Increasingly, organizations are also forming ad hoc teams to solve problems.
Such project-based teams disband once they have accomplished their objectives.
Moreover, parts of our future economy may rely on free agents who will be hired on
a project basis in what has been dubbed the gig economy, a far cry from traditional
full-time, relatively steady jobs.
■■ Flattened management layers. To better compete and to reduce expenses,
businesses have for years been trimming layers of management. This means that as a
frontline employee, you will have fewer managers. You will be making decisions and
communicating them to customers, to fellow employees, and to executives.
■■ Global competition and cultural diversity. American companies continue to
expand beyond domestic markets. At the same time, growing workforce diversity at
home means that you may be interacting with people from many cultures. To be a
successful business communicator, you will need to learn about other cultures. You
will also need to develop intercultural skills including sensitivity, flexibility, patience,
and tolerance.
■■ Emphasis on ethics. Business ethics continue to grab headlines and cause heated
debate. Corporate scandals such as Wells Fargo’s systemic consumer abuses or
Dieselgate, Volkswagen’s massive diesel emissions scam, prompted multi-year
lawsuits and billion-dollar fines. Harvey Weinstein’s sexual indiscretions destroyed
his film production company; public outrage triggered the #MeToo movement and
led to the firing of other prominent figures. Each new tale of misconduct erodes
public trust and feeds into the perception that all business is dishonest. Americans
want change. Millennials prefer sustainable and ethical brands; activist shareholders
no longer overlook executives’ malfeasance; and almost half of Americans want
dishonest CEOs to be fired or sent to prison.33
These trends mean that in a hyperconnected always-on professional environment,
your communication skills will constantly be noticed. In addition, you will need to
nurture your reputation and safeguard your brand online and off. You will learn more
about interpersonal skills and professionalism in Chapter 11.
1-2 Practicing Active Listening

Learning
Outcome
Use active listening
2 The famous American entrepreneur Malcolm Forbes wrote, “The art of conversation
lies in listening.”34 In an age that relies on information and communication technology,
listening is an important leadership skill.35 You may think that everyone knows how
techniques. to listen. Most of us believe that listening is an automatic response to noise. We do it
without thinking. Perhaps that explains why so many of us are poor listeners. Experts
say that most people recall only between 25 and 50 percent of what they hear. Expect
your boss, your coworkers, and your customers to retain only half or less of the
conversation.36
Numerous studies suggest that good listeners make good managers; in fact, good
listeners achieve success at all stages of their careers.37 Active, empathic listening—
when we sincerely strive to understand others’ viewpoints—is the most effective form
of listening, researchers tell us.38 Only when we are mindful, meaning fully present, can
we truly listen to build trust and gain respect.
Poor listening habits are costly in business. Messages must be rewritten, shipments
redirected, appointments rescheduled, contracts renegotiated, and directions restated.
Listening skills are important for career success, organization effectiveness, and worker
satisfaction.
To develop better listening skills, we must first recognize barriers that prevent
effective listening. Then we need to focus on techniques for improving listening
skills.
1-2a Identifying Barriers to Effective Listening

Bad habits and distractions can interfere with effective listening. Have any of the
following barriers and distractions prevented you from hearing what has been said?
■■ Physical barriers. You cannot listen if you cannot hear what is being said. Physical
impediments include hearing disabilities, poor acoustics, and noisy surroundings. It is
also difficult to listen if you are ill, tired, or uncomfortable.
■■ Psychological barriers. Everyone brings to the communication process a unique set “Ultimately, listening
of cultural, ethical, and personal values. Each of us has an idea of what is right and is an expression of
what is important. If other ideas run counter to our preconceived thoughts, we tend conscious intention,
to tune out speakers and thus fail to receive their messages. caring, and compas-
sion for one another.
■■ Language problems. Unfamiliar words can destroy the communication process If we take the time
because they lack meaning for the receiver. In addition, emotion-laden, or charged, to truly connect and
words can adversely affect listening. If the mention of words such as fraud or stock to listen, we learn far
market crash has an intense emotional impact, a listener may be unable to focus on more than through any
the words that follow. words that we speak.”39
■■ Nonverbal distractions. Many of us find it hard to listen if a speaker is different from Alex Doman,
what we view as normal. Unusual clothing or speech mannerisms, body twitches, or entrepreneur, bestselling
a radical hairstyle can cause enough distraction to prevent us from hearing what the author, music producer
speaker has to say.
■■ Thought speed. Because listeners can process 450 words per minute, but in reality
speakers talk about 125 to 175 words per minute,40 we can become bored and allow
our minds to wander. Experts call this lag time the
speech-thought differential.41
■■ Faking attention. Most of us have learned to look
as if we are listening even when we are not. Such
behavior was perhaps necessary as part of our
socialization. Faked attention, however, seriously
threatens effective listening because it encourages
the mind to engage in flights of unchecked fancy.
Andrey_Popov/Shutterstock.com
Those who fake attention often find it hard to
concentrate even when they want to.
■■ Grandstanding. Would you rather talk or listen?
Naturally, most of us would rather talk. Because our
own experiences and thoughts are most important
to us, we often want to grab the limelight in
conversations. We may fail to listen carefully when we Smart devices connect
are just waiting politely for the next pause so that we can have our turn to speak. us with others potentially
across vast distances, but
they can also separate us
1-2b Building Powerful Listening Skills from those closest to us. A
person holding a smart-
Good listeners on the job must remember that their goal is to listen carefully and phone signals unavailabil-
to understand what is being said so that they can do their work well. The following ity for a conversation and
recommendations will help you become an active and effective listener: listening.
■■ Stop talking. If you are the brash chatty type who dominates conversations, try
to break the habit by letting others talk without interrupting. Concentrate on the
speaker’s words, not on your response. Don’t signal nonverbal disagreement or
impatience by rolling your eyes, sarcastic snorting, or audible sighs.
■■ Control the listening environment. Whenever possible, remove competing
sounds. Close windows or doors, turn off TVs and smartphones, and move away
from loud people, noisy appliances, or engines. Choose a quiet time and place for
listening.
■■ Adopt an empathic attitude. Effective listening requires empathy, the ability
to understand other people’s perspectives and emotionally respond to their
experiences.43 Expect to learn something by listening. Strive for a receptive mindset.
Be accepting of people who are different from you or don’t look like you.
■■ Distinguish between facts and opinions. Facts are truths known to exist; for
example, Apple is headquartered in Cupertino, California. Opinions are statements
“As a leader, you need of personal judgments or preferences; for example, Apple stock is always a good
to have a strong voice investment. Opinions are not always easy to identify in the absence of phrases such
and you need to know as I think, It seems to me, or In my view.
when it’s time to ■■ Capitalize on lag time. Make the speech-thought differential work for you by
listen. A real conver- silently organizing, reviewing, and summarizing the speaker’s key points. Anticipate
sation is a two-way what is coming next without getting distracted. Evaluate evidence the speaker has
dialogue; it requires presented. Don’t allow yourself to daydream.
both parts. . . .
[The best leaders] ■■ Listen between the lines and validate emotion. Listen for feelings as well as for
recognize their own facts. Observe nonverbal cues and interpret the feelings of the speaker: What is
intellect, but they really being said? Acknowledge the feelings even if you disagree on substance.
also recognize that ■■ Take selective notes. If you are hearing instructions or important data, record the
their colleagues are major points; then revise your notes immediately or verify them with the speaker.
equally smart and have Resist the temptation to type your notes or risk becoming distracted. Moreover,
something of value research shows that handwritten notes are more memorable.44
to say.”42
■■ Provide encouraging feedback. Let the speaker know that you are listening.
Amy Jen Su, co-owner of
Nod your head and maintain eye contact. Ask clarifying questions at appropriate
Paravis Partners, an execu-
times. Rephrase and summarize the message in your own words to make sure you
tive and coaching firm
understand the speaker. Getting involved improves the communication process for
both the speaker and the listener.
1-3 Communicating Nonverbally

Learning
Outcome
Discuss how effective
3 Understanding messages often involves more than merely listening to spoken words.
Nonverbal cues, in fact, can speak louder than words. These cues include eye contact,
facial expression, body movements, time, space, territory, and appearance. All these
nonverbal communication nonverbal cues affect how a receiver interprets, or decodes, a message.
can help you build your
credibility and advance your Defining Nonverbal Communication. Nonverbal communication includes all
career. unwritten and unspoken messages, whether intended or not. These silent signals
have a strong effect on receivers. However, understanding them is not simple. Does a
downward glance indicate modesty? Fatigue? Does a constant stare reflect coldness?
Dullness? Aggression? Do crossed arms mean defensiveness, withdrawal, or just that
the person is shivering?
Reconciling Words and Nonverbal Cues. Messages are even harder to decipher when
the verbal and nonverbal cues do not agree. What will you think if Soren says he is not
angry, but he slams the door when he leaves? What if Rosa assures the host that the
meal is excellent, but she eats very little? The nonverbal messages in these situations
speak louder than the words. Researchers have long held that humans resolve such
clashes between verbal and nonverbal messaging by trusting the nonverbal component
more than the words spoken.45
Cues broadcast by body language can help receivers understand the feelings
and attitudes of senders. Be careful, however, before attaching specific meanings
to gestures or actions because behavior and its interpretations strongly depend on
context and on one’s cultural background, as you will see.
1-3a Your Body Sends Silent Messages

Psychologist and philosopher Paul Watzlawick famously said that we cannot not
communicate.46 In other words, it’s impossible not to communicate. This means that
every behavior is sending a message even if we don’t use words. The eyes, face, and
body convey meaning without a single syllable being spoken. Let’s look at the silent
nonverbal messages our bodies send.
Eye Contact. The eyes have been called the windows to the soul. Even if they don’t
reveal the soul, the eyes are often the best predictor of a speaker’s true feelings and
attitudes. Most of us cannot look another person straight in the eyes and lie. As a
result, in North American culture, we tend to believe people who look directly at us.
Sustained eye contact suggests trust and admiration; brief eye contact signals fear or
stress. Prolonged eye contact or staring, though, can be intrusive and intimidating.
Good eye contact enables the message sender to see whether a receiver is
paying attention, showing respect, responding favorably, or feeling distress. From
the receiver’s perspective, good eye contact, in North American culture, reveals the
speaker’s sincerity, confidence, and truthfulness.
Facial Expression. The expression on a person’s face can be almost as revealing of
emotion as the eyes. Experts estimate that the human face can display over 250,000
expressions.47 To hide their feelings, some people can control these expressions and
maintain so-called poker faces. In North America, however, most of us display our
emotions openly and often unintentionally. Raising or lowering the eyebrows, squinting
the eyes, swallowing nervously, clenching the jaw, smiling broadly—these voluntary and
involuntary facial expressions can enhance or entirely replace verbal messages.
Posture and Gestures. An individual’s posture can convey anything from presumed
social status and self-confidence to shyness and submissiveness. Leaning toward a
speaker suggests attentiveness and interest; pulling away or shrinking back denotes
fear, distrust, anxiety, or disgust. Similarly, gestures can communicate entire thoughts
via simple movements. However, the meanings of some of these movements differ in
other cultures. In the United States and Canada, for example, forming the thumb and
forefinger in a circle means everything is OK. But in parts of South America, the OK
sign is considered obscene.
In the workplace you can make a good impression by controlling your posture and
gestures. When speaking, make sure your upper body is aligned with the person to
whom you are talking. Erect posture can send a message of confidence, competence,
diligence, and strength. Avoid tilting your head to the side when listening or making
an important point. This gesture is thought to undermine a person’s perceived
self-confidence.48
1-3b Time, Space, and Territory Send Silent Messages

In addition to nonverbal messages transmitted by your body, three external elements
convey information in the communication process: time, space, and territory.
Time. How we structure and use time tells observers about our personality
and attitudes. For example, when Warren Buffett—industrialist, investor, and
philanthropist—gives a visitor an extensive interview, he signals his respect for, interest
in, and approval of the visitor or the topic to be discussed. On the other hand, when
a colleague twice arrives late for a meeting, it could mean that the meeting has low
priority in his view, that he is a self-centered, perhaps hostile person or that he has poor
time-management skills. These are assumptions that typical North Americans might
make. In other cultures, though, punctuality is viewed differently.
Space. How we organize the space around us reveals something about us and our
objectives. Whether the space is a bedroom, a dorm room, or an office, people express
themselves in the design and grouping of their furniture. Generally, the more formal the
arrangement, the more formal and closed the communication style. An executive who
seats visitors in a row of chairs across from the desk sends a message of aloofness and a
desire for separation. A team leader who arranges chairs informally in a circle rather than
in straight rows conveys the desire for a more open exchange of ideas.
Territory. Each of us has a certain area that we feel is our own territory, whether it is a
specific spot or just the space around us. Your loved ones may have favorite chairs in
which they are most comfortable, a cook might not tolerate intruders in the kitchen,
and veteran employees may feel that certain work areas and tools belong to them. We
all maintain zones of privacy in which we feel comfortable.
Figure 1.4 categorizes the four zones of social interaction among Americans, as
formulated by anthropologist Edward T. Hall.49 Notice that North Americans are a bit
standoffish; only intimate friends and family may stand closer than about 1.5 feet. If
someone violates that territory, North Americans feel uncomfortable and may step
back to reestablish their space. In the workplace be aware of the territorial needs
of others and don’t invade their space. Of course, mandatory physical distancing
rules during the COVID-19 pandemic preempted personal expressions of territorial
behavior.
1-3c Appearance Sends Silent Messages

Much like the personal appearance of an individual, the physical appearance of a
business document transmits immediate and important nonverbal messages. Ideally,
these messages should be pleasing to the eye.
Eye Appeal of Business Documents. The way an e-mail, letter, memo, or report looks
can have either a positive or a negative effect on the receiver. Sloppy e-mails send
a nonverbal message that the writer is in a terrific hurry or does not care about the
receiver. Envelopes—through their postage, paper quality, and printing—can suggest
that the messages they carry are routine, important, or junk mail. Letters and reports
can look neat, professional, well organized, and attractive—or just the opposite.
In subsequent chapters you will learn how to create business documents that
send positive nonverbal messages through their appearance, format, organization,
readability, and correctness.
Figure 1.4 Four Space Zones for Social Interaction
During the COVID-19 pandemic, physical distancing between masked individuals was set at a
minimum of 6 feet to prevent the spread of the virus.
Matej Kastelic/Shutterstock.com
iStockPhoto/Dean Mitchell
fizkes/Shutterstock.com
iStockPhoto/lewkmiller
Intimate Zone Personal Zone Social Zone Public Zone

(1 to 11/2 feet) (11/2 to 4 feet) (4 to 12 feet) (12 or more feet)
Personal Appearance. The way you look—your clothing, grooming, and posture—
transmits an instant nonverbal message about you. Based on what they see, viewers
make quick judgments about your status, credibility, personality, and potential. If
you want to be considered professional, think about how you present yourself. One
management consultant prefers bright-colored dresses, stiletto heels, and bling. But
to be perceived as professional, she adopts a more conservative look to match the
occasion and the customer: “The success I dress for is that of my client.”51
As a businessperson, you will want to think about what your appearance says
about you. Although the rules of business attire have loosened up, some workers show
poor judgment. You will learn more about professional attire and behavior in later
chapters.
“Like it or not, your
1-3d Mastering Nonverbal Skills clothes and presenta-
Nonverbal communication can outweigh words in the way it influences how others tion communicate vol-
perceive you. You can harness the power of silent messages by reviewing the following umes about you as a
tips for improving nonverbal communication skills: person. The question
is not whether you
■■ Establish and maintain eye contact. Remember that in North America appropriate care about fashion,
eye contact signals interest, attentiveness, confidence, and credibility. it’s more about what
■■ Use posture to show interest. Encourage interaction by leaning forward, sitting or you’re communicating
standing erect, and looking alert. intentionally or uncon-
sciously through your
■■ Reduce or eliminate physical barriers. Move out from behind a desk or lectern; fashion choices. Just
arrange meeting chairs in a circle. as the actor in the
right costume moves
■■ Improve your decoding skills. Watch facial expressions and body language to
and speaks differently,
understand the complete verbal and nonverbal messages being communicated.
so does the everyday
■■ Probe for more information. When you perceive nonverbal cues that contradict person.”50
verbal meanings, politely seek additional cues (I’m not sure I understand, Please tell Molly St. Louis, creative
me more about . . ., or Do you mean that . . .?). content producer, writer, and
■■ Interpret nonverbal meanings in context. Make nonverbal assessments only when spokesperson
you understand a situation or a culture.
The popularity of tattoos in some U.S. populations and around

the world shows no signs of waning. A market research firm
reports that 46 percent of Americans have one or more tat-
toos. Globally, respondents age 14 to 29 have a lower rate of
body art (32 percent) than people age 30 to 49 (45 percent) but
higher than people over 50 (28 percent). Worldwide, a major-
ity of people (72 percent) don’t regret getting inked.52 Despite
these figures, U.S. companies can still legally impose no-tattoo
policies, and psychologists confirm that negative attitudes
toward tattoos persist.53 A top human resources expert reveals
a “sliding scale of acceptability” depending on the industry as
FXQuadro/Shutterstock.com
well as the type and placement of the tattoos.54 Conspicuous

body art may make people feel distinctive and edgy, but could
they be putting their careers at risk?
■■ Associate with people from different cultures. Learn about other cultures to
widen your knowledge and tolerance of intercultural nonverbal messages.
■■ Appreciate the power of appearance. Keep in mind that the appearance of your
business documents, your business space, and yourself sends immediate positive or
negative messages to others.
■■ Observe yourself on video. Ensure that your verbal and nonverbal messages are in
sync by recording and evaluating yourself making a presentation.
■■ Enlist friends and family. Ask friends and family members to monitor your
conscious and unconscious body movements and gestures to help you become a
more effective communicator.
1-4 Understanding Culture

and Communication
Learning
Outcome
Describe the key dimen-
4 Even when communicators share the same culture, comprehending the verbal and
nonverbal meanings of a message can be difficult. When different cultures come
together, special sensitivity and skills are necessary. Global business, communication
sions of culture and how technologies, and social media span the world, reducing distances. However, cultural
technology and social differences persist in the increasingly multiethnic United States—and can cause
media shape intercultural significant misunderstandings.
communication.
Defining Culture. For our purposes, culture may be defined as the complex system of
values, traits, morals, and customs shared by a society. Culture is a powerful operating
force that molds the way we think, behave, and communicate. The objective of this
section is to broaden your view of culture and open your mind to flexible attitudes so
that you can avoid frustration when cultural adjustment is necessary. Globalization,
growing diversity, and social networking demand that we adjust and adopt new
attitudes.
To help you better understand your culture and how it contrasts with other cultures,
we describe five key dimensions of culture: context, individualism, time orientation,
power distance, and communication style. The section closes with a look at the
interaction between culture and social media.
1-4a High and Low Context

Context is probably the most important cultural dimension and also the most difficult
to define. In a model developed by cultural anthropologist Edward T. Hall, context
refers to the stimuli, environment, or ambience surrounding an event. Hall arranged
cultures on a continuum, shown in Figure 1.5, from low to high in relation to context.55
This figure also summarizes key comparisons for today’s business communicators.
Communicators in low-context cultures (such as those in North America,
Scandinavia, and Germany) depend little on the context of a situation and shared
experience to convey their meaning. They assume that messages must be explicit, and
listeners rely exclusively on the written or spoken word. Low-context cultures tend to be
linear, analytical, and action oriented. Business communicators stress clearly articulated
messages that they consider to be objective, professional, and efficient. Words are
taken literally.
Communicators in high-context cultures (such as those in China, Japan, and
Middle Eastern countries) assume that the listener does not need much background
information.56 High-context cultures are more likely to be intuitive and contemplative.
Communicators in these cultures pay attention to more than the spoken or written
word. They emphasize interpersonal relationships, nonverbal expression, physical
settings, and social context. For example, Japanese communicators might say yes when
they really mean no. From the context of the situation, the Japanese speaker would
Figure 1.5 Comparing Low- and High-Context Cultures
Culture has a powerful effect on business communicators. The following observations point out selected differences.
However, these are simplifications, and practices within a given culture vary considerably. Moreover, as globalization
expands, low- and high-context cultures are experiencing change, and differences may be less pronounced.
Higher Context
Middle- Asian
African Eastern
Lower Indian
Context
South
West/Southern American
European
Australian
North
American
Scandinavian
German/Swiss/
Austrian
Explicit messages Implied messages

▪ Tend to prefer direct verbal interaction ▪ Tend to prefer indirect verbal interaction
▪ Tend to understand meaning at only one ▪ Tend to understand meaning embedded at many
sociocultural level sociocultural levels
▪ Are generally less proficient in reading nonverbal cues ▪ Are generally more proficient in reading nonverbal cues
▪ Value individualism ▪ Value group membership
▪ Rely more on logic ▪ Rely more on context and feeling
▪ Say no directly ▪ Talk around the point, avoid saying no
▪ Communicate in highly structured, detailed messages ▪ Communicate in sometimes simple, sometimes
with literal meanings ambiguous messages
▪ Give authority to written information ▪ Understand visual messages readily
indicate whether yes really meant yes or whether it meant no. The context, tone, time
taken to answer, facial expression, and body cues would convey the meaning of yes.57
Thus, in high-context cultures, communication cues tend to be transmitted by posture,
voice inflection, gestures, and facial expression.
1-4b Individualism and Collectivism

An attitude of independence and freedom from control characterizes individualism.
Members of low-context cultures, particularly North Americans, tend to value
individualism. They believe that initiative and self-assertion result in personal
achievement. They believe in individual action and personal responsibility, and they
desire much freedom in their personal lives.
Members of high-context cultures are more collectivist. They emphasize membership
in organizations, groups, and teams; they encourage acceptance of group values, duties,
and decisions. They typically resist independence because it fosters competition and
confrontation instead of consensus. In group-oriented cultures, such as those in many
Asian societies, self-assertion and individual decision making are discouraged. “The nail
that sticks up gets pounded down” is a common Japanese saying.58 Business decisions
are often made by all who have competence in the matter under discussion. Similarly,
in China managers also focus on the group rather than on the individual, preferring a
consultative management style over an autocratic style.59
Cultures are complex, of course, and cannot be characterized as totally
individualistic or group oriented. To complicate things, group differences may be
lessening over time. For example, Americans of European descent are generally quite
individualistic, whereas African Americans are less so, and Americans with a Latinx
or Hispanic heritage are closer to the group-centered dimension. Newer research
suggests cultural convergence, a trend toward greater global similarity particularly in
higher individualism and lower power distance.60 Figure 1.6 shows selected countries
ranked according to their expression of collectivism and individualism as well as power
distance.
1-4c Time Orientation

The perception of time and its use are culturally learned. In some cultures, time is
perceived sequentially. North Americans, for example, tend to consider time a precious
commodity. They correlate time with productivity, efficiency, and money. Keeping
people waiting for business appointments is considered a waste of time and rude. E. T.
Hall called this time orientation monochronic time or M-Time, that is, time perceived as
if it were running on a single, linear track.
In other cultures (e.g., most Asian, South American, and Native American), time
may be perceived as an unlimited resource to be enjoyed; it is open and flexible. This
is defined by Hall as polychronic time or P-Time. Time is viewed as abundant and
nonlinear. Relationships are more important than tasks. People in monochronic Western
cultures may schedule appointments at 15- to 30-minute intervals. Businesspeople
in polychronic cultures may plan fewer but longer meetings without a defined end
time. People in monochronic cultures may look at time as formal and task oriented.
In polychronic cultures, time is seen as an opportunity to develop interpersonal
relationships.
A group of North American businesspeople, for example, was kept waiting two
hours past a scheduled appointment time in South America. The executives weren’t
Figure 1.6 S
elected Countries’ Ranking in Collectivism, Individualism, and Power Distance
Collectivism
Pakistan Colombia
Singapore
Thailand
Mexico
Hong Kong
Iran Turkey Philippines
Brazil
Argentina
Japan India
Low Power High Power
Distance Israel Spain Distance
Finland
Norway South
Denmark Germany Africa France
Sweden
Canada Belgium
New Italy
Zealand
USA
UK
Individualism
offended, though, because they were familiar with South Americans’ more polychronic
concept of time. When it comes to attitudes toward time, again, cultures are complex
and cannot be neatly divided into monochronic or polychronic. In some countries both
tendencies may coexist.
1-4d Power Distance

One important element of culture is power distance, which was first introduced by
influential social psychologist Geert Hofstede. The Power Distance Index measures
how people in different societies cope with inequality—in other words, how they
relate to more powerful individuals. In high-power-distance countries, subordinates
expect formal hierarchies and embrace relatively authoritarian, paternalistic power
relationships. In low-power-distance cultures, however, subordinates consider
themselves as equals of their supervisors. They confidently voice opinions and
participate in decision making. Relationships between high-powered individuals
and people with little power tend to be more democratic, egalitarian, and informal.
As you have probably guessed, in most Western cultures people are more relaxed
about social status and the appearance of power.61 Deference is not generally paid to
individuals merely because of their wealth, position, seniority, or age. In many Asian
cultures, however, these characteristics are important. A strict top-down management
structure allows for faster decision making, but it also prevents subordinates from
speaking up due to fear or resignation, researchers say. Employee silence can be costly.
For example, it has been blamed for such disasters as the Sanlu milk powder scandal
in China and the Fukushima nuclear power plant explosion in Japan.62 The degree of
power distance in selected countries is illustrated in Figure 1.6.
1-4e Communication Style

People in low- and high-context cultures tend to communicate differently with
words. To Americans and Germans, for example, words are very important,
especially in contracts and negotiations. People in high-context cultures, on
the other hand, place more emphasis on the surrounding context than on the
words describing a negotiation. Greek businesspeople may see a contract as a
formal statement announcing the intention to build a business for the future. The
Japanese may treat contracts as statements of intention, and they assume changes
will be made as projects develop. Mexican managers may perceive contracts as
approximations of what might be accomplished in an ideal world. They do not
necessarily expect contracts to apply consistently in the real world. Some Arab
cultures may be insulted by the mere mention of a contract; a person’s word is more
binding.63
In communication style North Americans value straightforwardness, are suspicious
of evasiveness, and distrust people whom they perceive as having a hidden agenda
or playing their cards too close to the chest.64 North Americans also tend to be
uncomfortable with silence and impatient with delays. Some Asian businesspeople
have learned that the longer they drag out negotiations, the more concessions
impatient North Americans are likely to make.
1-4f Technology and Social Media Affect

Intercultural Communication
Few would question the connectedness and networking provided by social media and
communication technology today. With minimal resources, communicators can interact
instantly across vast distances with larger and more varied audiences than ever before.
Not surprisingly, social media may potentially bridge cultural differences or reinforce
them, depending on their users.
Social Media: Blurring Boundaries? What we make of the
potential for positive intercultural connectedness online
is as much up to us as it would be at a dinner party where
we don’t know any of the other guests. Some authors
believe that social media used mindfully can benefit
mental health, blur cultural gaps, reduce hierarchies, and
empower people to change their circumstances.65 At the
same time, the online environment may deepen feelings
of social isolation, leading to depression and the much
debated loneliness epidemic, only made worse by the
COVID-19 pandemic.66
Online, as in real life, we gravitate toward people who
seem like us, believes social entrepreneur Rajiv Vinnakota.
Social media divide us because we inhabit “echo
chambers” online instead of “bridging social capital”
and interacting with people not like us as we used to do
iStockPhoto/Lesia_G
offline, he says.67 However, shared causes can mobilize

social media users halfway across the globe—for example,
the international climate movement Friday for Future or
the pro-democracy student protesters in Hong Kong—as
they try to win the hearts and minds of the public.68
Whether social media
networks will allow busi- Social Media: Global and Local? Despite cultural convergence—the equalizing
ness communicators to influence of globalization on cultures around the world—regional and cultural
engage across cultures differences persist, as those who design media for markets in other countries know.
and bridge intercultural Adobe Inc., for example, is represented by 30 corporate websites that are adapted to
differences will depend local country-specific tastes and expectations.
on the users’ attitudes and
Knowledge of color symbolism across cultures is indispensable for designers lest
openness.
they commit cultural blunders. Consider that yellow—a hue with generally positive
connotations in Western cultures, but one that also represents cowardice—stands for
courage in Japan. Orange, the signature color of the Dutch royal court, epitomizes the
harvest and fall in North America and Europe. Likewise, in Asia, orange is an auspicious
hue; however, in the Middle East, orange signifies mourning and loss.69
More serious differences nationally as well as globally are now caused by
geopolitical turmoil, cyberattacks by foreign powers, and restricted access to the
Internet in authoritarian countries around the world—a trend that has been called
digital nationalism. Some predictions foresee a so-called Splinternet, a fragmentation
of the Internet, once viewed as a unified global network.70 It remains to be seen
whether the deep divides will dissipate or continue to grow.
1-5 Ensuring Intercultural Effectiveness

Learning
Outcome
Identify strategies for
5 Being aware of your own culture and how it contrasts with others is a first step in
learning intercultural skills. Another step involves recognizing barriers to intercultural
accommodation and striving to overcome them. The digital age economy needs
enhancing intercultural workers who can thrive on diverse teams and interact effectively with customers
effectiveness and communi- and clients at home and abroad. This section addresses how to overcome barriers
cation across cultures. to productive intercultural communication, develop strong intercultural skills, and
capitalize on workplace diversity.
1-5a Avoiding Ethnocentrism and Stereotyping

The process of understanding and interacting successfully with people from other
cultures is often hampered by two barriers: ethnocentrism and stereotyping. These
barriers, however, can be overcome by developing tolerance and empathy, two
powerful and effective aids to communication.
Ethnocentrism. The belief in the superiority of one’s own ethnic group is known
as ethnocentrism, an attitude found in all cultures. Ethnocentrism causes us to
judge others by our own values. If you were raised in North America, values such as
punctuality and directness probably seem right to you, and you may wonder why the
rest of the world doesn’t function in the same “sensible” fashion. A North American
businessperson in an Arab or Asian country might be upset at time spent over coffee
or other social rituals before any real business is transacted. In these cultures, however,
personal relationships must be established and nurtured before negotiations may
proceed.
Stereotypes. Our perceptions of other cultures sometimes cause us to form
stereotypes about groups of people. A stereotype is an oversimplified, rigid
perception of a behavioral pattern or characteristic applied uncritically to groups. For
“[E]mployers are look-
example, the Swiss are hardworking, efficient, and neat; Germans are formal, reserved,
ing for people who
and blunt; Americans are loud, friendly, and impatient; Asians are gracious, humble,
have experienced the
and inscrutable. These attitudes may or may not accurately describe cultural norms.
world and can bring
When applied to individual business communicators, however, such stereotypes may
a global perspective
be hurtful and cause misunderstandings. Look beyond superficial labels to discover
helping us to rec-
individuals’ unique qualities.
ognize our common
engineering challenges
Tolerance and Open-Mindedness. As global markets expand and as our society and find solutions
becomes increasingly multiethnic, mutual tolerance is critical. Tolerance here means together. One way I
learning about those who are not like us; it means being open-minded and receptive have become a global
to new experiences. With greater knowledge, patience, and compassion, tolerance citizen is through ‘vol-
may lead to understanding and acceptance.72 One of the best ways to become untourism.’ The term
tolerant is to practice empathy, defined as trying to see the world through another’s describes trips encom-
eyes. It means being less judgmental and more eager to seek common ground. passing both volunteer
One way of promoting greater understanding is to work toward a common goal. An work and tourism.”71
environmental studies center in Israel brings together Jews, Muslims, and Christians
to tackle water scarcity in the Middle East, home to 10 of the 15 most water-starved Rebecca Delaney,
countries in the world. The diverse student body is Jewish Israeli, Arab, and non– engineering team leader,
Middle Eastern. Aside from caring for the environment, the students attend peace- associate director, Skidmore,
building forums to discuss race, religion, culture, and politics. The center develops one Owings & Merrill
of the region’s scarcest resources—trust.73
Getting along with others is always a good policy, but doubly so in the workplace.
Frequently job descriptions include statements such as Must be able to communicate
with diverse audiences. The suggestions in the following section can help you prevent
miscommunication in oral and written interactions across cultures.
1-5b Successful Oral Communication With

Intercultural Audiences
When you have a conversation with someone from another culture, you can reduce
misunderstandings by following these tips:
■■ Use simple English. Speak in short sentences (under 20 words) with familiar, short
words. Eliminate puns, sport and military references, slang, and jargon (special
business terms). Be especially alert to idiomatic expressions that can’t be translated,
such as face the music and hit a home run.
■■ Speak slowly and enunciate clearly. Avoid fast speech, but don’t raise your voice.
Overpunctuate with pauses and full stops. Always write and display numbers for all
to see.
■■ Encourage accurate feedback. Ask probing questions, and encourage the listener
to paraphrase what you say. Don’t assume that a yes, a nod, or a smile indicates
comprehension.
■■ Check frequently for comprehension. Avoid waiting until you finish a long
explanation to request feedback. Instead, make one point at a time and pause.
■■ Observe eye messages. Be alert to a glazed expression or wandering eyes. These
tell you the listener is lost.
■■ Accept blame. If a misunderstanding results, graciously take responsibility for not
making your meaning clear.
■■ Listen without interrupting. Curb your desire to finish sentences or to fill out ideas
for the speaker. Keep in mind that North Americans abroad are often accused of
listening too little and talking too much.
■■ Smile when appropriate. The smile is often considered the single most understood
and most useful form of communication. In some cultures, however, excessive
smiling may seem insincere.
■■ Follow up in writing. After conversations or oral negotiations, confirm the results
and agreements with written messages. For proposals and contracts, hire a
professional translator.
1-5c Successful Written Communication

With Intercultural Audiences
When you write to someone from a different culture, you can improve your chances of
being understood by following the following suggestions:
■■ Consider local styles and conventions. Learn how documents are formatted and
how letters are addressed and developed in the intended reader’s country. Decide
whether to use your organization’s preferred format or adjust to local styles.
■■ Observe titles and rank. Use last names, titles, and other signals of rank and status.
Send messages to higher-status people; avoid sending copies to lower-rank people.
■■ Hire a translator. Engage a professional translator if (a) your document is important,
(b) your document will be distributed to many readers, or (c) you must be persuasive.
■■ Use short sentences and short paragraphs. Sentences with fewer than 20 words
and paragraphs with fewer than 8 lines are most readable.
■■ Avoid ambiguity. Include relative pronouns (that, which, who) for clarity in
introducing clauses. Stay away from contractions (especially ones such as Here’s
the problem). Replace two-word verbs with clear single words (return instead of
bring back; delay instead of put off; maintain instead of keep up. Avoid idioms
(once in a blue moon), slang (my presentation really bombed), acronyms (ASAP
for as soon as possible), abbreviations (DBA for doing business as), jargon
(input, bottom line), and sports references (ballpark figure, slam dunk). Use
action-specific verbs (buy a printer rather than get a printer).
■■ Cite numbers carefully. In international trade most nations use the metric system.
In citing numbers, use figures (12) instead of spelling them out (twelve). Always
convert dollar figures into local currency. Spell out the month when writing dates. In
North America, for example, March 5, 2022, might be written as 3/5/2022, whereas in
Europe the same date might appear as 5.3.2022.
1-5d Growing Workforce Diversity

While North American companies are expanding global operations and adapting to a
variety of emerging markets, the domestic workforce is also becoming more diverse.
This diversity has many dimensions—race, ethnicity, age, religion, gender, national
origin, disability, sexual orientation, and others. No longer, say the experts, will the
workplace be predominantly Anglo-oriented or male-centered.
Today, people of color (individuals with African, Latinx or Hispanic, Asian, or
Native American heritage) already comprise 39 percent of the U.S. population.
New projections indicate that 2045 will be the year when communities of color will
represent the majority of the U.S. population at 50.3 percent.74 Women comprise nearly
50 percent of the workforce. Moreover, the share of the population over 65 will jump
from 15 percent now to almost 22 percent in 2050. By 2030 one in five residents will
have reached retirement age, outnumbering children for the first time in U.S. history.75
Many of these older people will remain in the workforce. Thanks to technological
advances, more disabled individuals are also joining the workforce.
What do all these changes mean for you? Simply put, your job may require you “Everyone can and
to interact with coworkers and customers from around the world. You will need to should be adept at
cooperate with individuals and teams. What’s more, your coworkers may differ from you interacting with
in race, ethnicity, gender, age, and other ways. people from other
cultures. Do research.
1-5e Understanding the Benefits of Diversity at Work Be curious. Don’t
make assumptions. For
As society and the workforce become more diverse, successful communication among organizations, diver-
the various identity groups brings distinct advantages in three areas. sity works when there
Consumers. Consumers want to deal with companies that respect their values and is commitment from
look like them. A diverse staff is better able to respond to the increasingly diverse the top, education
customer base in local and world markets. The CEO of a PR firm embraces a diverse programs and appoint-
staff and customers: “Our team consists of more than 40 people who collectively speak ments made of people
20 different languages.” A CEO in PR urges fellow executives to “Tap into the diversity who are experienced
of your workplace to gain a deep understanding of your workforce and your potential at managing change
customer base.”77 across cultures.”76
Work Teams. Leadership experts agree that diversity enhances creativity because Johann Xavier, managing
inclusive teams bring novel perspectives to the table, resulting in better decision partner, O2 advisory Inc.,
making and problem solving. One leadership consultant says that a culturally diverse Canada
group “can create an esprit de corps” and “a feeling of camaraderie among team
members” resulting in successful cooperation. Aside from creativity and cohesion,
diverse teams are 45 percent more likely to increase market share and 70 percent more
likely to capture a new market.78
Businesses. Organizations gradually realize that inclusivity is a critical bottom-line
strategy to increase revenue, engage employees, and spur innovation. A McKinsey
report found that gender and ethnically diverse executive teams were 33 percent more
likely to lead their industry in profitability.79 Researchers say that inclusion not only
makes business sense but also benefits all workers. “The best workplaces forge bonds
among co-workers of different political views, different backgrounds, different job
titles,” says Ann Nadeau, chief people officer at Great Place to Work.80
Developing a diverse staff that can work together cooperatively is one of the biggest
challenges and opportunities facing business organizations today.
1-5f Communicating in a Diverse Workplace

Acceptance and harmony do not happen automatically when dissimilar people work
together. This means that organizations must commit to diversity. Harnessed effectively,
diversity and inclusion can enhance productivity and propel a company to success.
Mismanaged, it can become a drain on a company’s resources. How companies deal
with diversity will make all the difference in how they compete in a technology-driven
global environment. The following suggestions can help you find ways to improve
communication and interaction.
■■ Seek training. Especially if an organization is experiencing diversity problems,
awareness-raising sessions or training programs may be helpful. Spend time learning
about workforce diversity and how it can benefit organizations. Look upon diversity
and inclusion as opportunities, not threats. Intercultural communication, team building,
and conflict resolution are skills that can be learned.
■■ Understand the value of difference. Diversity makes an organization innovative
and creative. Sameness fosters an absence of critical thinking called groupthink.
Diversity can be a powerful antidote. Some researchers believe that if Wall Street
had been more diverse, the financial crisis of 2008 could have been less severe.81
Economist and banker Mark Carney concurs: “Almost all decisions in finance are
taken under uncertainty, making it especially important that decision makers are
exposed to a range of views and engage in open debates with people whose
perspectives challenge the prevailing wisdom.”82
■■ Learn about your cultural self. Begin to think of yourself as a product of your
culture, and understand that your culture is just one among many. Take any
opportunity to travel or study abroad, if possible. You will learn much, not only about
other cultures but also about your own. Try to look at yourself from the outside. Do
you see any reflex reactions and automatic thought patterns that are a result of your
upbringing? These may be invisible to you until challenged by difference. Be sure to
keep what works and yet be ready to adapt as environments change. Flexibility is an
important survival skill.
■■ Make fewer assumptions. Be careful of seemingly insignificant, innocent workplace
assumptions. For example, don’t assume that everyone wants to observe the
holidays with a Christmas party and a decorated tree. Celebrating only Christian
holidays in December, January, and February excludes those who honor Hanukkah,
Kwanzaa, Yule, and the Lunar New Year. Moreover, in workplace discussions don’t
assume anything about others’ sexual orientations or attitudes toward marriage. For
invitations, avoid phrases such as managers and their wives. Spouses or partners is
inclusive. Valuing diversity means making fewer assumptions that everyone is like
you or wants to be like you.
■■ Build on similarities. Look for areas in which you and others not like you can agree
or at least share opinions. Be prepared to consider issues from many perspectives,
all of which may be valid. Accept that there is room for various points of view to
coexist peacefully. Although you can always find differences, it can be harder to
find similarities. Look for common ground in shared experiences, mutual goals, and
similar values.83 Concentrate on your objective even when you may disagree on how
to reach it.
Summary of Learning Outcomes
1 Describe how communication skills fuel career success in a challenging digital age
marketplace.
■■ In an era of automation, augmented reality, and artificial intelligence, communication and other interpersonal skills can
future-proof well-trained workers.
■■ Workers communicate more than ever; many collaborate in teams, which means that even technical fields require
excellent communication skills.
■■ Employers expect new-hires and other employees to project a professional image and possess superior interpersonal
skills, including oral and written communication.
■■ Information age job challenges include rapid technological change and uncertainty, 24/7 availability, flatter
management, an emphasis on teams, global competition, and a renewed focus on ethics.
2 Use active listening techniques.
■■ Organizational success and careers greatly depend on active listening, but most of us are poor listeners; to improve, we
can remove physical and psychological barriers, overlook language problems, ignore nonverbal distractions, and curb our
thought speed.
■■ A significant lag in language processing speed, called speech-thought differential, allows us to let our minds wander; as a
result, we fake attention and prefer to talk rather than to listen.
■■ We can improve listening skills if we stop talking, focus fully on others, limit noise, adopt an empathic attitude, and
distinguish facts from opinions.
■■ Capitalizing on lag time, listening for feelings and validating them, taking selective notes, and providing encouraging
feedback are other methods for building listening skills.
3 Discuss how effective nonverbal communication can help you build your credibility
and advance your career.
■■ Study nonverbal cues such as eye contact, facial expression, and posture that send silent, highly believable
messages.
■■ Understand that how you use time, space, and territory is interpreted by the receiver, who also reads the eye appeal of
your business documents and your personal appearance.
■■ Master nonverbal skills by keeping eye contact, using posture to signal interest, reducing physical barriers, improving
your decoding skills, and probing for more information.
■■ Interpret nonverbal meanings in context, learn about other cultures, and consider the impact of appearance—of
documents, your office space, and yourself.
4 Describe the key dimensions of culture and how technology and social media shape
intercultural communication.
■■ Culture is a complex system of values, traits, ethics, and customs shared by a society; culture molds the way we think,
behave, and communicate both offline and online.
■■ Culture can be described using key dimensions such as context, individualism, time orientation, power distance, and
communication style.
■■ Today’s communicators need to be aware of low- and high-context cultures, individualistic versus collectivist
societies, differing attitudes toward time, clashing perceptions of power, and varying degrees of reliance on the
written word.
■■ Whether social media can bridge cultural divides and erase differences or will lead to greater isolation will depend on the
users as much as it would among strangers who meet at a dinner party.
5 Identify strategies for enhancing intercultural effectiveness and communication

across cultures.
■■ Beware of ethnocentrism and stereotyping; instead, embrace tolerance and keep an open mind.
■■ In oral communication, use simple English, speak distinctly, check for comprehension, observe eye messages, accept
responsibility for miscommunication, smile when appropriate, don’t interrupt, and follow up in writing.
■■ When writing, consider local styles and conventions, hire a translator, use short sentences, avoid ambiguous wording, and
cite numbers carefully.
■■ As the domestic workforce becomes more diverse, appreciate diversity as a critical business strategy.
■■ To communicate well with diverse audiences, seek training, understand the value of diversity, learn about your own
culture, make fewer assumptions, and look for similarities.
Key Terms
soft skills 4 smartphone apps 7 nonverbal communication 12
people skills 4 ad hoc teams 10 culture 16
emotional intelligence 4 gig economy 10 context 16
interpersonal skills 4 empathic listening 10 individualism 17
professional skills 4 mindful 10 collectivist 17
sharing economy 7 speech-thought differential 11 cultural convergence 18
monochronic time 18 digital nationalism 20 tolerance 21
polychronic time 18 Splinternet 20 empathy 21
power distance 19 ethnocentrism 21 groupthink 24
loneliness epidemic 20 stereotype 21
Chapter Review
1. What will the workplace of the future look like, and what skills does the labor force need to adapt to rapid change and
uncertainty? (L.O. 1)
2. What does it mean that the office of the future is mobile and always on? (L.O. 1)
3. List six trends in the information age workplace that can pose a challenge for business communicators. (L.O. 1)
4. List bad habits and distractions that can act as barriers to effective listening. (L.O. 2)
5. List eight techniques for improving your listening skills. Be prepared to discuss each. (L.O. 2)
6. Explain nonverbal communication and its components. What do we believe more when they seem to clash—words or
nonverbal cues? (L.O. 3)
7. What did communication theorist Paul Watzlawick mean when he said that we cannot not communicate? Are the nonverbal
signals we are sending easy to read? (L.O. 3)
8. What is culture, and what are five key dimensions that can be used to describe it? (L.O. 4)
9. List at least five techniques to successfully communicate with intercultural audiences orally and at least five tips for written
messages. Be prepared to explain each. (L.O. 5)
10. List five recommendations for communicating successfully in a diverse and inclusive workplace. Be prepared to discuss each.
(L.O. 5)
Critical Thinking
11. Reflect on the comments about communication made by business tycoons and billionaire investors Richard Branson and
Warren Buffett. You will find them in the Office Insider features at the beginning of this chapter. What lessons can you glean
from the two quotations? (L.O. 1)
12. Do you think executives and managers spend more time listening than do workers? Why? (L.O. 2)
13. What arguments could you give for or against the idea that body language is a science with principles that can be interpreted
accurately by specialists? (L.O. 3)
14. When Procter & Gamble launched its Pampers brand in Japan, the diaper package confused and disturbed customers. As in the
United States, the package featured the picture of a stork delivering a baby. Why were Japanese parents perturbed? It turns out
that the myth of a stork carrying babies to expectant parents is unknown in Japan. Instead, according to Japanese lore, giant
floating peaches deliver offspring.84 Can you explain what may have caused the intercultural blunder? How could Procter &
Gamble have avoided it? (L.O. 4, 5)
15. You know that it’s not acceptable to make ethnic jokes, least of all in the workplace, but a colleague of yours keeps invoking the
worst ethnic and racial stereotypes. How do you respond? Do you remain silent and change the subject, or do you speak up?
What other options do you have in dealing with such a coworker? Consider whether your answer would change if the offender
were your boss. [L.O. 5]
Activities and Cases
1.1 First Things First: Introductions (L.O. 1)

Communication Technology E-Mail Social Media
Your instructor wants to know more about you, your motivation for taking this course, your career goals, and your writing skills.
Your Task. Send an e-mail or write a memo of introduction to your instructor. See Chapter 5 for formats and tips on preparing
e-mails. In your message include the following:
a. Your reasons for taking this class
b. Your career plans and goals (both temporary and long term)
c. A brief description of your employment, if any, and your favorite activities
d. An evaluation and discussion of your current communication skills, including your strengths and areas that need improvement
Alternatively, your instructor may ask you to create a profile within a learning-management system (e.g., Blackboard, Canvas,
Moodle, or Brightspace) to introduce yourself to your classmates as well. Your instructor may challenge you to compose your
introduction in 140–280 or fewer characters (see Chapter 5 for tips on writing tweets and other microblogging messages). As an
option, your instructor may ask you to create a brief business-like video introduction.
1.2 S
mall-Group Presentation: Introducing Teammates (L.O. 1, 2)
Team
Teamwork is the lifeblood of many business organizations today. To help you develop coveted speaking, listening, and
teamwork skills, your instructor may assign team projects. One of the first jobs in any team is selecting members and becoming
acquainted.
Your Task. Your instructor will divide your class into small groups or teams. At your instructor’s direction, either (a) interview
another group member and introduce that person to the group or (b) introduce yourself to the group. Think of this as an informal
interview for a team assignment or a job. You may want to prepare notes from which to speak. Your introduction should include
information such as the following:
a. Where did you grow up?
b. What work and extracurricular activities have you engaged in?
c. What are your interests and talents? What are you good at doing?
d. What have you achieved?
e. How involved and familiar are you with communication technology and social media?
f. What are your professional and personal goals? Where do you expect to be five years from now?
g. Name one thing about you that others might not guess when they first meet you.
To develop listening skills, team members should practice the listening techniques discussed in this chapter and take brief notes
when other students are presenting. Teams should be prepared to discuss three important facts as well as remember details about
each speaker.
In virtual classes, you may form groups in the forum or discussion board of your course management system. Your instructor may
assign other means by which you can introduce one or more teammates.
1.3 Facing Serious Screen Time (L.O. 1, 3, 4)

Communication Technology E-Mail Social Media Team Web
Are you a digital native? If you were born after 1985, you do not remember a time without computer technology and cell phones in
wide use. People born in the 1990s have only known a society that depends on the Internet and mobile technology.
Very likely you live, learn, work, play, network, and shop in the digital world. Even if you are not crazy about the latest gadgets and
gizmos, your daily life depends on technology. Your smartphone, smart TV, gaming console, and other electronics wouldn’t exist
without it and are increasingly networked.
To prepare for this assignment, reflect on your Internet, social media, and other technology use. First establish useful criteria—for
example, categories such as consumer electronics, social networking sites, preferred modes of communication with friends and
family, and so forth. Within each category, list the technology or application you use most frequently. For instance, for social media
networks and messaging, indicate your use of Instagram, YouTube, Facebook, Messenger, WhatsApp, Twitter, Snapchat, LinkedIn,
and more. Estimate how often you access these sites per day, and indicate the tools you use (e.g., smartphone, tablet, laptop). How
much do you text every day?
Your Task. Create at least three categories of communication technology and record your responses in writing. Then compare
your three lists within a group of five classmates or in assigned teams. Share your results individually or in teams, either verbally or
in writing. Your instructor may ask you to summarize your observations about how plugged in you and your classmates are in a post
on a discussion board or in an e-mail.
Note: Users of newer Apple devices can monitor their digital habits with Screen Time; Digital Wellbeing is the equivalent for
Android devices. Research shows that teens average 7 hours 22 minutes on screen media a day, not counting using screens for
Another random document with
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These were the questions which the poor exile had occasion to
revolve in his mind; and after his son and daughter joined him, and
the few dollars he had brought with him were nearly exhausted, it
became necessary that he should decide upon some course of
action. Nor were these considerations those alone which occupied
his mind. He had also to reflect upon the degradation of his country
—the ruin of those hopes of liberty which had been indulged—the
wreck of his personal fortunes—and the exchange, in his own case,
of independence for poverty.
It requires a stout heart to bear up against such misfortunes, and
at the same time to support the heavy burden which is added in that
bitter sense of wrong and injustice, which comes again and again,
under such circumstances, to ask for revenge or retribution. But
Pultova was not only a man of energy in the field—he was
something better—a man of that moral courage which enabled him
to contend against weakness of heart in the hour of trouble. I shall
best make you understand his feelings and character by telling you
how he spoke to his children, a few weeks after their arrival.
“My dear Alexis,” said he, “you complain for want of books, that
you may pursue your studies and occupy your mind: how can we get
books in Siberia, and that without money? You are uneasy for want
of something to do—some amusement or occupation;—think, my
boy, how many of our countrymen are at this very hour in dungeons,
their limbs restrained by chains, and not only denied books and
amusement, but friends, the pure air, nay the very light of heaven!
Think how many a noble Polish heart is now beating and fluttering,
like a caged eagle, against the gratings that confine it—how many a
hero, who seemed destined to fill the world with his glorious deeds,
is now in solitude, alone, emaciated, buried from the world’s view,
and lost to all existence, save that he still feels, suffers, despairs—
and all this without a friend who may share his sorrow! How long and
weary is a single day to you, Alexis; think how tedious the hours to
the prisoner in the prolonged night of the dungeon!”
“Dear father,” said Alexis; “this is dreadful—but how can it help
our condition? It only shows us that there is deeper sorrow than
ours.”
“Yes, Alexis; and from this contrast we may derive consolation.
Whether it be rational or not, still, by contemplating these deeper
sorrows of our fellow-men, and especially of our fellow-countrymen,
we may alleviate our own. But let me suggest another subject for
contemplation: what are we to do for food, Alexis? My money is
entirely gone except five dollars, and this can last for only a few
weeks.”
“Why, father, I can do something, surely.”
“Well, what can you do?”
“I do not know—I cannot say; I never thought of it before. Cannot
you borrow some money?”
“No; and if I could I would not. No, no, Alexis, our circumstances
have changed. It is the will of God. We are now poor, and we must
toil for a subsistence. It is a grievous change—but it is no disgrace,
at least. We are indeed worse off than the common laborer, for our
muscles are not so strong as his; but we must give them strength by
exercise. We have pride and long habit to contend with; but these we
must conquer. It is weakness, it is folly, to yield to circumstances. If
the ship leaks, we must take to the boat. Heaven may prosper our
efforts, and bring us, after days of trial, to a safe harbor. But my
greatest anxiety is for poor Kathinka.”
“Fear not for me,” said the lovely girl, rushing to her father and
kneeling before him—“fear not for me!”
“Kathinka, I did not know you was in the room.”
“Nor was I till this moment; but the door was ajar, and I have
heard all. Dear father—dear Alexis—fear not for me. I will be no
burthen—I will aid you rather.”
“My noble child!” said the old man, as he placed his arms around
the kneeling girl, and while his tears fell fast upon her brow, “you are
indeed worthy of your mother, who, with all the softness of woman,
had the energy of a hero. In early life, while contending with
difficulties in my business, she was ever my helper and supporter. In
every day of darkness, she was my guiding-star. She has indeed
bequeathed her spirit to me in you, Kathinka.”
“My dear father, this is indeed most kind, and I will endeavor to
make good the opinion you entertain of me. See! I have already
begun my work. Do you observe this collar? I have foreseen
difficulties, and I have wrought this that I may sell it and get money
by it.”
“Indeed!” said Pultova, “you are a brave girl;—and who put this
into your head?”
“I do not know—I thought of it myself, I believe.”
“And who do you think will buy this collar, here at Tobolsk? Who
can pay money for such finery?”
“I intend to sell it to the governor’s lady. She at least has money,
for I saw her at the chapel a few days since, and she was gaily
dressed. I do not doubt she will pay me for the collar.”
At these words a bright flush came to the old man’s cheek, and
his eye flashed with the fire of pride. The thought in his mind was
—“And can I condescend to live upon the money that comes from
the wife of the governor, the officer, the tool of the emperor, my
oppressor? And shall my daughter, a descendant of Poniatowsky, be
a slave to these cringing minions of power?” But he spoke not the
thought aloud. A better and wiser feeling came over him, and kissing
his daughter’s cheek, he went to his room, leaving his children
together.
A long and serious conversation ensued between them, the result
of which was a mutual determination to seek some employment, by
which they could obtain the means of support for their parent and
themselves. A few days after this had elapsed, when Alexis came
home with an animated countenance, and finding his sister, told her
of a scheme he had formed for himself, which was to join a party of
fur hunters, who were about to set out for the northeastern regions of
Siberia. Kathinka listened attentively, and, after some reflection,
replied—“Alexis, I approve of your scheme. If our father assents to it,
you must certainly go.”
“It seems to me that you are very ready to part with me!” said
Alexis, a little poutingly.
“Nay, nay,” said the girl; “don’t be playing the boy, for it is time that
you were a man. Think not, dear Alexis, that I shall not miss you;
think not that I shall feel no anxiety for my only brother, my only
companion, and, save our good parent, the only friend I have in
Siberia.”
Alexis smiled, though the tear was in his eye. He said nothing,
but, clasping Kathinka’s hand tenderly, he went to consult with his
father. It is sufficient to say, that at last his consent was obtained,
and in a few days the young hunter, by the active efforts of his sister,
was equipped for the expedition. The evening before he was to set
out, he had a long interview with Kathinka, who encouraged him to
procure the finest sable skins, saying that she had a scheme of her
own for disposing of them to advantage.
“And what is that precious scheme of yours?” said Alexis.
“I do not like to tell you, for you will say it is all a girl’s romance.”
“But you must tell me.”
“Indeed—I must? Well, if I must I will. Do you remember the
princess Lodoiska, that was for some time in concealment at our
house during the siege of Warsaw?”
“Yes; I remember her well. But why was she there? and what
became of her? And did father know that she was there? or was it
only you and mother and me that saw her?”
“Too many questions at once, Lex! I will tell you all I know. The
princess was accidentally captured by father’s troop in one of its
excursions to a neighboring village. She had fled from Warsaw a few
days before, when the insurrection first broke out, and she had not
yet found the means of going to St. Petersburgh. Father must have
known who she was, though he affected not to know. He kept the
secret to himself and his family, fearing, perhaps, that some harm
would come to the lady if she were discovered. It was while she was
at our house that our blessed mother died. Father, you know, was at
that time engaged with the Russians, without the walls. The princess
and myself only were at mother’s bedside when she breathed her
last. Her mind was bright and calm. Indeed, it seemed to me that
there was something of prophecy in her spirit then. A look so
beautiful I never saw. ‘Sweet lady,’ said she, taking the hand of the
princess, ‘I see how this dreadful strife will end. Poor Poland is
destined to fall—and many a noble heart must fall with her. I know
not that my gallant husband may survive; but if he do, he will be an
exile and an outcast. For him, I have few fears, for I know that he
has a spirit that cannot be crushed or broken. In Siberia, he will still
be Pultova. But, princess, forgive if a mother’s heart, in the shadow
of death, sinks at the idea of leaving children, and especially this
dear girl, in such circumstances. What will become of Kathinka, if my
fears prove prophetic?’
“The lady wept, but answered not for some time. At last she said,
looking into mother’s face, which seemed like that of an angel—‘I
feel your appeal, dear lady, and I will answer it. Your husband has
indeed put my life in peril, by bringing me here; but he did it in the
discharge of duty, and in ignorance of my name and character. He
has at least given me safety, and I owe him thanks. I owe you, also,
a debt of gratitude, and it shall be repaid to your child. You know my
power with the emperor is small, for I have been a friend to Poland,
and this has almost brought me into disgrace at court. But fear not. If
Kathinka should ever need a friend, let her apply to Lodoiska.’
“Such were the exact words of the princess. Our mother soon
after died, and in a few days I contrived the lady’s escape,—which
was happily effected. Father never spoke to me on the subject. He
must have known it, and approved of it, but perhaps he wished not to
take an active part in the matter.”
“This is very interesting,” said Alexis; “but what has it to do with
the sable skins?”
“A great deal—they must go to the princess, and she must make
a market for them at court.”
“And who is to take them to her?”
“You—you perhaps—or perhaps I.”
“You? This is indeed a girl’s romance. However, there can be no
harm in getting sable skins, for they bring the best price.” After much
further conversation between the brother and sister, they parted for
the night; and the next day, with a father’s blessing and a sister’s
tenderest farewell, the young hunter set out on his long and arduous
adventures.
(To be continued.)
The Wolf that pretended to be robbed.
A wolf once made complaint that he had been robbed, and

charged the theft upon his neighbor the fox. The case came on for
trial before a monkey, who was justice of the peace among the
quadrupeds in those parts. The parties did not employ lawyers, but
chose to plead their cause themselves. When they had been fully
heard, the judge, assuming the air of a magistrate, delivered his
sentence as follows:—
“My worthy friends and neighbors,—I have heard your case, and
examined it attentively; and my judgment is, that you both be made
to pay a fine; for you are both of bad character, and if you do not
deserve to be punished now, it is very likely you will deserve to be so
very soon. That I have good grounds for this decree, is sufficiently
evident by the fact, that Mr. Wolf’s jaws are even now stained with
blood, and I can see a dead chicken sticking out of Sir Fox’s pocket,
notwithstanding the air of injured innocence which he wears. And
beside, one who gets an evil reputation can think it no hardship if he
is occasionally made to suffer, for a crime he did not commit.”
This fable teaches us to beware of an evil reputation; for it may
cause us to be punished for the misdemeanors of others. Thus, if a
person gets the character of a liar, he will not be believed when he
tells the truth; and where a theft is known, it is of course laid to some
one who has been caught in stealing before.
Beware of Impatience.
There’s many a pleasure in life which we might possess, were it

not for our impatience. Young people, especially, miss a great deal of
happiness, because they cannot wait till the proper time.
A man once gave a fine pear to his little boy, saying to him, “The
pear is green now, my boy, but lay it by for a week, and it will then be
ripe, and very delicious.”
“But,” said the child, “I want to eat it now, father.”
“I tell you it is not ripe yet,” said the father. “It will not taste good,
and, beside, it will make you sick.”
“No it won’t, father, I know it won’t, it looks so good. Do let me eat
it!”
After a little more teasing, the father consented, and the child eat
the pear. The consequence was, that, the next day, he was taken
sick, and came very near dying. Now all this happened because the
child was impatient. He couldn’t wait, and, accordingly, the pear, that
might have been very pleasant and harmless, was the occasion of
severe illness. Thus it is that impatience, in a thousand instances,
leads children, and pretty old ones too, to convert sources of
happiness into actual mischief and misery.
There were some boys once who lived near a pond; and when
winter came, they were very anxious to have it freeze over, so that
they could slide and skate upon the ice. At last, there came a very
cold night, and in the morning the boys went to the pond, to see if
the ice would bear them. Their father came by at the moment, and
seeing that it was hardly thick enough, told the boys that it was not
safe yet, and advised them to wait another day before they ventured
upon it.
But the boys were in a great hurry to enjoy the pleasure of sliding
and skating. So they walked out upon the ice; but pretty soon it went
crack—crack—crack! and down they were all plunged into the water!
It was not very deep, so they got out, though they were very wet, and
came near drowning; and all because they could not wait.
Now these things, though they may seem to be trifles, are full of
instruction. They teach us to beware of impatience, to wait till the
fruit is ripe; they teach us that the cup of pleasure, seized before the
proper time, is turned into poison. They show us the importance of
patience.
Travels, Adventures, and Experiences of Thomas
Trotter.
CHAPTER VI.
Journey to Mount Ætna.—Mule travelling.—Neglected state of the
country.—Melilla, the town of honey.—Narrow escape of the
author.—Prospect of Ætna.—A Sicilian village and country-
house described.—Comparison of Sicily with New England.
I left Syracuse in the morning, to pursue my journey toward

Mount Ætna. There was no road for wheel-carriages, although the
distance to the mountain is but about thirty miles, and the city of
Catania, which is as large as Boston, stands directly at the foot of
the mountain. If this island was inhabited by Americans, they would
build a railroad between the two cities in a year’s time; and hundreds
of people would be travelling upon it every day. But the Sicilians are
so lazy, and so negligent of improving their country, that there is only
a mule-path through the wood and along the sea-shore for the whole
distance. I found a company of muleteers ready to set out for
Catania, with about twenty mules laden with goods, and I hired one
of their beasts for a couple of dollars. The mules travelled slowly,
going at a very small trot or quick walk: they were stout, strong-
backed creatures, and carried heavy loads on their backs. The path
was rough and wild, full of ups and downs, and strewed with rocks;
but the mules were very sure-footed, and trotted along, jumping like
cats from rock to rock, and clambering up and down rough places as
if they had hooks to their toes. I had heard before that a mule never
slips nor stumbles, but I was astonished to see what rough and
craggy spots they would get over without the least difficulty. A horse
would have broken his neck and all his legs in attempting to go a
quarter of a mile on such a road as we travelled.
We went along in a string, Indian file, as the phrase is. The head
mules had bells on their saddles, which made a perpetual tinkling.
These bells were very useful in many parts of the journey:
sometimes the rear mules lagged behind, stretching out the train to a
great length. When the course lay among woods, rocks, and bushes,
the track was hardly discernible, and those in the rear would have
strayed from the leaders but for the sound of the bells. It was the
27th of February, yet the weather was as mild as the latter part of
May, in New England. The almond-trees were covered with
blossoms, and the fig-trees were beginning to bud. An almond-tree is
about the size of a peach-tree, and when in bloom, looks almost
exactly like it. Fig-trees are of all sizes, up to that of a large apple-
tree.
It is melancholy to see this fine country so neglected and
deserted. We hardly saw a human being upon the road, or houses
anywhere; for miles beyond Syracuse, the ground was strewed with
ruins, all overgrown with grass, weeds, and prickly pears. Here and
there we saw a vineyard, but this was not the season for grapes; the
vines were bare, and propped up with cane-poles. A few olive-trees
were scattered about: these trees are about the size of a willow, and
their leaves are green all the year round. The olives were now nearly
full-grown. About ten o’clock in the forenoon, we saw a little town
called Melilla on the side of a mountain, about six miles off, but we
passed by without entering it; and met with no inhabitants, except a
peasant riding on an ass. Melilla produces the finest honey in the
world, and this gave the town its name. All along the road in this
neighborhood, we saw great abundance of wild thyme and other
fragrant flowers, which furnish the busy bees with rich materials for
their labors. In a wild part of the road further onward, we met a
company of half a dozen men with guns advancing toward us. I
asked the muleteers if they were not robbers, and was told that they
were gens d’armes, whose business it was to guard the road from
robbers. Travelling in Sicily was formerly very dangerous, but it is
less so at present.
By-and-by we came to a very rocky place, where I saw a deep
gully passing right across the road. I was about to dismount and lead
my mule over it, not imagining he would think of passing it with a
rider on his back,—when he gave a sudden leap and bounded over
the chasm in an instant, alighting on his fore feet with such a shock
that he pitched me completely over his head. Luckily one of my feet
caught in the stirrup, and this hindered me from being thrown straight
forward and dashed head first upon the rock, which would have
killed me in an instant. But the catching of the stirrup gave me a whirl
to the left, so that I fell against the low branches of a wild fig-tree,
and escaped with only a slight bruise. The men behind jumped off
their beasts and ran to pick me up, judging me to be dead, or my
limbs broken at least; but I was on my feet before they had time to
help me. On learning the cause of the accident, they advised me, in
future, always to keep my seat, however difficult the road might
appear, for they assured me a mule knew much more than a man
about these matters. I ran after my beast, which, I found, had not
gone far; he was standing stock-still, waiting for me, and doubtless
understanding the whole affair perfectly well. I could not help thinking
that he gave a roguish twinkle of the eye as I got on his back again;
but this might be fancy.
We continued our course through this wild region for an hour or
two longer, when we came to a pretty high ridge of hills. We
clambered slowly up the ascent, and on reaching the top, a most
magnificent view burst upon my sight. A wide bay stretched out its
blue waters before us, beyond which rose, sublimely, the huge bulk
of Mount Ætna, its towering summit clad in a sheet of snow, which
glistened like silver in the bright sun. At the foot of the mountain I
could just discern a cluster of white spots at the edge of the shore,
which they informed me was the city of Catania. It was about twenty
miles distant. The lower part of Ætna was almost black, but I could
see no smoke rising from the crater; it was too far off for this, the
distance being nearly fifty miles. Further off, over the sea, we saw
the mountains of Calabria, capped with snow, and half hidden by the
clouds.
As we descended the hills and approached the sea-shore, the
road grew worse and worse. We climbed over broken rocks, gullies,
and the beds of mountain torrents, and through wild thickets of
bushes, where we could hardly squeeze our way. After a while, we
came to a field where laborers were ploughing: this was the first
instance of agricultural labor I had yet seen on the journey. The oxen
were fine stout animals, with immensely long horns; the plough was
of wood, and the clumsiest machine of the kind I ever saw. The
rough, rocky chain of hills now sloped away into a fine champaign
country, where the soil appeared very rich. As we proceeded, the
color of Mount Ætna gradually changed; its black sides were now
spotted with dark red patches, which proved to be small mountains
that had burst out of the great one, in fiery eruptions. Presently, we
could distinguish the smoke proceeding from the crater at the top; it
streamed off like a white cloud horizontally, but with so slow a
movement that it gave me some idea of its immense distance. It was
one of the grandest sights I ever beheld.
About one o’clock the road wound through a thick wood of olive-
trees, upon an eminence. Going down this steep descent, we found
at the foot a little hamlet, consisting of four or five houses and an oil-
mill. We stopped here to rest our mules, and I strolled round the
place. The mill was a tall, square tower of stone; great numbers of
oil-jars lay scattered about upon the ground: the sight of them made
me think of the Forty Thieves. In one part of the mill, I found a large
quantity of oranges packed in boxes for shipping; very probably they
found their way to Boston in the course of the spring. The houses
were rude stone edifices, of one story. I went into one of them for
curiosity: the door stood wide open. In the kitchen, I found a great
clumsy fireplace like a blacksmith’s forge, and two or three awkward
wooden stools, but nothing like a table, except a sort of dresser, on
which stood an earthen dish or two, and a few cups. Heaps of straw
were lying about, and a few trumpery things, all at sixes and sevens.
Pigeons were roosting overhead and flying about the room. It was
the oddest looking kitchen I was ever in. Another room had a bed
and a chair; and these were all the articles of furniture which the
house contained.—Such is the description of an ordinary country-
house in this part of the world. Could one of these Sicilian peasants
be put in possession of the house of a New England farmer, and
behold his chairs and tables, his silver spoons and crockery, his
desks and bureaus, and other comfortable and ornamental furniture,
he would think himself a rich man. But the Sicilian, although he
dwells upon a soil three times as fertile as that of New England, and
which is never encumbered with ice or snow, remains poor amidst all
the bountiful gifts of nature. A mild climate makes him indolent, and
he uses just strength enough to scratch the ground and throw the
seed into it; the fertility of the soil does all the rest; and the most of
his time is spent in doing nothing, or in unproductive amusement.
Two or three cows stood chewing their cud by the road; half a
dozen ragged peasants lay on the ground, lazily basking in the sun,
and two or three others were watching their donkeys, who were
drinking out of a stone trough. A few half naked children were
playing about the house; and everything presented a picture of
shiftless poverty and indolent neglect. It struck me as very
remarkable, that Providence should so impartially balance the good
and evil distributed throughout this world. To one people are given a
delicious climate, fertile soil, and the richest productions of nature;
while they are denied the gifts of industry, enterprise, and
perseverance, which are equally productive sources of wealth. To
another people are given an unfriendly climate and hard soil; but
these very things force them to labor and exert their faculties,
causing in the end industrious and persevering habits, ingenuity and
skill, which are more valuable than mines of gold. It is only by
travelling and seeing other countries, that we can learn to be
contented with our own.
CHAPTER VII.
Perilous adventure in crossing a river.—A Sicilian ferry-boat.—
Enormous size of Ætna.—Inhabitants of the mountain.—
Another accident with the mules.—Arrival at Catania.
Having rested our mules and munched a bit of dinner, we set out
again, meaning to arrive at Catania before night. We passed by
some beautiful green fields and groves of olives, but a short time
afterward the track led us toward the sea, and we came to a bare,
sandy plain. Here was a river in our way, with a wretched straw hut
on the bank, inhabited by a man who kept a ferry-boat. We
dismounted and crossed in the boat, but the mules were led up the
stream to go over a ford at some distance. After passing this stream,
we found the country wilder than ever: it consisted of sand-hills,
overgrown here and there with low bushes and coarse grass, like the
land at Cape Cod. Presently we came to another river, where there
was no boat, nor house, nor human being, to be seen. One of the
muleteers approached the stream with a long pole, to sound the
depth of the water. It was not very deep, but the bottom was a
quicksand, and the sounding-pole sunk into it till he found there was
no firm bottom. He went up and down the bank, trying other places,
but could not find a spot that was passable.
We were now in a great perplexity. I could not imagine any
possible means of getting across; the muleteers held a noisy talk
together about what was to be done, and at last led the way along
the bank down stream. I asked where we were going, and was told
that at the mouth of the river was a sand-bar, firm enough to allow us
to cross upon it. In about a quarter of an hour, we came to the sea-
shore. There was a smooth, sandy beach all along the coast, and
the tide ran out of the river with a pretty rapid current. The bar was
several feet under water, and the heaving of the sea, with the rapidity
of the tide, made a great surf. I thought it a very dangerous thing to
ride out into the ocean through the surf of a sand-bar, for the
purpose of crossing a river, but there was no other way, and we
pushed on. The head mule was frightened as he entered the sea,
and seemed unwilling to proceed. One of the muleteers dismounted,
and led him by the bridle into the surf, wading up to his middle in the
water. By a good deal of coaxing and pulling, he made him advance.
The mules are so accustomed to follow one another in a string, that
the head one is sure to lead all the rest wherever he goes, so the
whole file of them plunged in after him. When I had got a
considerable distance out on the bar, my animal became frightened
at the waves that were tumbling about his legs, and he sidled off into
deep water. I expected hardly anything less than to be drowned, for,
on finding the water rising up to his back, he grew so bewildered that
he was unable to tell which way he was going, and would have
carried me directly out to sea if I had not pulled in the reins with all
my might, and brought him to a full stop. After allowing him to
recover his breath a little, I drew his head round in the proper
direction, and forced him onward; by repeated trials, I regained a
shallower spot, where he grew more quiet, and finally got to land. All
the others crossed the bar in safety.
The country after we passed the river was sandy and wild,
abounding in marshes and lagoons, where we saw a great many
wild ducks. Late in the afternoon we came to another stream, much
broader and deeper than any of the others. There was a large
ferryboat like a mud-scow, which carried us over, mules and all. The
animals made a terrible uproar on board, kicking, pushing and biting
each other at a furious rate. The boat had neither oars nor sail, but
was moved by a rope stretched across the stream from shore to
shore. The banks of the river were soft and clayey, and there was a
clumsy sort of wharf for a landing-place, made of sticks and bushes
tied together.
This river was anciently named Syn[oe]thus; at present it is called
Giarretta. It is remarkable for containing amber, which is carried
down to the sea in its waters, and afterwards thrown up on the beach
by the waves, for many miles along the coast. A great many persons
are constantly searching along the beach for this precious material.
After my arrival at Catania, I saw a fisherman who had just picked up
four or five highly valuable lumps. They were of a beautiful yellow
color, and of the most transparent clearness I ever saw. It is well
known that this article is made into beads and other ornamental
work, but the nature of its origin has never been satisfactorily shown.
From the masses being often found in the shape of tears or globules,
like bulbs of turpentine or gum, it was formerly supposed to be some
hardened vegetable matter; but no tree has ever been discovered
exuding amber. Sometimes insects are imbedded in the lumps, and
this has led many persons to imagine that the insects manufacture it,
as the bees make wax. It is remarkable that it is never found
originally on land, and nowhere except on the sea-beach. This part
of the Sicilian coast, and the Prussian shore of the Baltic, produce
the most of it. It is also found on the shores of the Adriatic and the
coast of Maryland.
It was some time before we got ready to start from the ferry after
crossing. The mules had become so antic from their squabble in the
boat, that they continued to bite and kick and jostle one another,
squealing and whirrying most terribly. Several of them threw off their
loads in the hurly-burly, and we were forced to bang them lustily with
sticks before they would be quiet. At last we mounted and set off
again, and I was glad to hear that there were no more rivers to cross
on the way to Catania. A little boy, who sat on one of the mules
between two great packs, kept singing all the way. Some of the flat
marshy spots were all overgrown with canes, such as we use for
fishing rods: they were fifteen or twenty feet high. The country
people make use of them to prop their vines, as we set up poles for
beans. I saw many laborers in the vineyards along the road, setting
the vine-props; these are taken down when the grapes are gathered,
and the tops of the vine-stalks are cut and dried for fuel. During the
winter, the vine looks like a dead and worthless stump, but it sprouts
anew in the spring, and by midsummer shoots up to the top of the
pole.
Every step of our journey brought us nearer to the great volcano,
which more and more excited my wonder as I approached it. I could
now plainly distinguish the numerous hills which stud its whole lower
surface like warts. Many villages appeared scattered about in
various parts of the mountain. I never before had any idea of its
enormous magnitude. There are thousands of people who live at a
great height upon this mountain, and have never been off it during
their lives. Yet it is always smoking at the summit, and often bursts
out in fiery eruptions, that lay waste whole towns and destroy many
of the inhabitants.
Long after the sun had set to us, I continued to see the snowy top
of Ætna brightened with his declining rays. As it grew dark, our road
led us down to the sea-shore again, and we travelled many miles
along the sandy beach. The mules were sadly tired with their long
journey; every five minutes one of them fell from utter weariness and
inability to sustain his load. The muleteers set them on their legs
again, gave them a sound beating, and drove them onward. In the
dark, I rode against the mule who was trotting before me: the beast,
either being more vicious than the others, or rendered cross by
fatigue, gave a kick, which was intended for my animal, but missed
him, and struck me on the left leg. The pain of the blow was so great
that I fell instantly from the saddle upon the ground, and should have
been left there in the dark, if I had not bawled out loudly. The whole
train was stopped when the accident was known. My first belief was
that my leg was broken; upon feeling the bone, however, no fracture
could be perceived; and, after a good deal of chafing, the pain
somewhat abated, and I was helped again into the saddle. I jogged
on slowly, keeping a sharp look-out for fear of another accident,
having had adventures enough to satisfy me for one day. This affair
delayed our progress so that we did not reach Catania till late in the
evening, when it was much too dark to see anything of the city. I
must therefore reserve my description of the place for the next
chapter.
Balboa discovering the Pacific.

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Essentials of Business Communication,

12th Edition - eBook PDF

Mary Elle n G u f f e y Dana Lo e w y

Australia ● Brazil ● Canada ● Mexico ● Singapore ● United Kingdom ● United States

Product Director: Joe Sabatino

Digital Delivery Quality Partner: Amanda Ryan

IP Analyst: Diane Garrity Cengage

Printed in the United States of America

Photographer: Barbara D’Allessandro

Mary Ellen Guffey & Dana Loewy

Dr. Mary Ellen Guffey Dr. Dana Loewy

Unit 1: Business Communication in the Information Age 1

Unit 2: The Writing Process in the Digital Era 37

Unit 3: Workplace Communication 111

Unit 4: Business Reports and Proposals—Best Practices 257

Unit 5: Professionalism, Teamwork, Meetings, and Speaking Skills 333

Unit 6: Employment Communication 405

1 Thriving in a Digital, Social, and Mobile Workplace

Skills 2 Chapter Review 26

Unit 2 The Writing Process in the Digital Era

2 Planning Business Messages

3 Organizing and Drafting Business Messages

With Research 62 Chapter Review 77

Unit 3 Workplace Communication

5 Short Workplace Messages and Digital Media

With E-Mails and Memos 112 Chapter Review 140

6 Positive and Neutral Messages

10 Proposals and Formal Reports

11 Professionalism at Work: Business Etiquette,

Unit 6 Employment Communication

13 The Job Search, Résumés, and Cover Messages

Challenging Job Market 406 Chapter Review 443

Promptness Dining etiquette

Honoring commitments Respecting others

x Essentials of Business Communication 12e

Criticizing others publicly 2%

Staff or coworkers do not 2% Staff or coworkers do not 14%

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Manager Wes Cooper

xii Essentials of Business Communication 12e

Heartfelt Thanks to Reviewers

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Appreciation for Support xiii

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Unit 2 The Writing Process in the Digital Era