Purpose

You should consider your objectives in any given communication. Purpose,

then is integrated with author and audience in that you must assess the
appropriate motive. You may be asked to give a formal, informative
presentation in class. In that situation, amusing your audience with jokes or
sarcasm is neither professional nor effective communication.
 Topic
Your topic is the specific area of a particular subject that you choose to communicate to your audience.
To be effective, you should clearly reveal your topic to your audience early in the communication
process-either in the opening of a presentation or first paragraph of a paper. You convey your topic in
your thesis and in your statement of purpose. The Thesis is the one main idea you are communicating.
A statement of purpose is the general flow of the information you are providing consult the following
online resources for writing a thesis statement and statement of purpose.
 Occasion
The occasion considers the circumstances prompting a communication. The
way you write when composing a research paper that is due later in the
semester. You may be asked to say a few words accepting an award – an
entirely different occasion than when you participate in a class discussion,
or send out an invitation to tail – gate before a football team.
The occasion is one more consideration for the level of formality, the purpose and the
tone.
Understanding communication styles
Anyone who has collaborating with colleagues on a group project knows just how hard it can be
to share and receive ideas. To move the project along, it is essential for everyone to
communicate. The same holds true even when you’re sending an e-mail to one coworker: Say
the wrong thing, and you may damage or even jeopardize a key professional relationship
When it comes to figuring out how you communicate with others, you may went to indulge in some self-reflection. For example, are you
an introvert, who needs time to process and reflect, or an extrovert who wants to think out loud and get immediate feedback?
Personality tests like the Myers-Briggs Type Indicator(MBTI) may be useful in evaluating your style and in understanding the styles of
those around you. You will need to apply different approaches with decision makers who are described as “thinkers” or “feelers” in the
MBTI.

• Thinkers are guided by cause-and effect reasoning. When

communicating with thinkers, you will want to focus on the facts and
logic. Feelers, on the other hand, are guided more by personal values.
When engaging with feelers, you will want to appeal to those values
and tress their impact on others.
 Group Problem Solving
Even when you understand your communication style and those of your colleagues, you will
occasionally experience conflicts and misunderstanding, particularly among groups. When
problems emerge within a group, you may need to turn to the team for help in finding a
solution. Try organizing a group discussion. This requires good communication, of course. Send
out an early agenda, express the purpose of the meeting up front, frame the decision making
with key question, and clarify the leadership During the meeting, follow these 4 steps:
 1. Identify the problem. After all, you can’t solve a problem if people don’t think there is one.
2. Ventilate feelings. We all need to be heard. Be sure that everyone has a chance to share how they feel about
the particular issue at hand.
3. Describe the problem. Does everyone understand all the complexities involved?
4. Developed solutions. You might went to propose several possible solutions. Discuss all the options and
then narrow them down to the best one.

The most desirable result of the group discussion is consensus, where everyone agrees on the
solution. But this may not always be feasible. Other situations may necessitate a majority vote,
third-party mediation or arbitration, or even a temporary suspension of the discussion.
 Criticism
Another type of conflict that often arises in the workplace is giving and receiving criticism. Even
though criticism is normal, it is often uncomfortable for all parties involved. Instead of avoiding
it, why not learn to better often and receive criticism? If you are a leader or manager, you may
find yourself in the position to offer criticism to an employee. To make this more comfortable,
choose a setting that is private and nonthreatening.
Present your viewpoint with specific details, and provide objective data where possible. Finally, work out a
plan for change so both parties heave realistic expectations. If you find yourself on the receiving end of
criticism, request examples of the behavior and avoid becoming defensive, as this will only heighten negative
emotions. Try to paraphrase your responses so both of you agree on the issue. Admit when you are wrong or
have room to grow, and ask how you can improve. By keeping the conversation collaborative and focused on
a solution, you will maintain emotional control. We all make mistakes – what will set you apart is how
effectively you learn from them.
 Additional literature
https://www.extension.Harvard.edu>professional-development>blog>h... by Marjorie North