Studied by 0 people
Looks like no one added any tags here yet for you.
Communication
1. "the exchange of thoughts, messages, or information, by speech, signals, writing, or behavior"
2. Can also occur on at least two levels: verbal and nonverbal.
3. Impacts all management activities and cuts across all phases of the management process.
4. The ability to communicate effectively often determines success as a leader-manager
5. Begins the moment that two or more people become aware of each other.
6. Effective communication requires the sender to validate what receivers see and hear.
7. Communication is perhaps the most critical leadership skill.
8. Organizational communication is a high-level management function.
The Communication Process
1. Because communication is so complex, many models exist to explain how organizations and individuals communicate.
2. In all communication, there is at least one sender, one receiver, and one message. There is also a mode or medium through which the message is sent—for example, spoken, written, or nonverbal.
3. An internal and an external climate also exist in communication.
Internal and External Climate in Communication
1. Both the sender and the receiver must be sensitive to the internal and external climate, because the perception of the message is altered greatly depending on the climate that existed at the time the message was sent or received.
2. For example, an insecure manager who is called to meet with superiors during a period of stringent layoffs will probably view the message with more trepidation than a manager who is secure in his or her role.
3. Because each person is different and makes decisions and perceives differently, assessing external climate is usually easier than assessing internal climate.
Internal climate
Includes internal factors such as the values, feelings, temperament, and stress levels of the sender and the receiver
External climate
Includes external factors such as the weather, temperature, timing, status, power, authority, and the organizational climate itself
Variables Affecting Organizational Communication
Differences in gender, power, and status can significantly affect the types and quality of organizational and unit-level communication
Levels that need to communicate
1. Formal organizational structure has an impact on communication.
2. People at lower levels of the organizational hierarchy are at risk for inadequate communication from higher levels.
3. This occurs because of the number of levels that communication must filter through in large organizations.
4. As the number of employees increases (particularly more than 1,000 employees), the quantity of communication generally increases; however, employees may perceive it as increasingly closed.
5. In large organizations, it is impossible for individual managers to communicate personally with each person or group involved in organizational decision making. Not only is spatial distance a factor, but the presence of subgroups or subcultures also affects what messages are transmitted and how they are perceived.
Gender
1. Is also a significant factor in organizational communication, as men and women communicate and use language differently.
2. Women are generally perceived as being more relationship oriented than men, but this is not always the case.
3. Women are also characterized as being more collaborative in their communication, whereas men are more competitive.
4. Complicating the picture further is the historical need in the health-care industry for a predominantly male medical profession to closely communicate with a predominantly female nursing profession.
5. In addition, the majority of health-care administrators continue to be male. Therefore, male physicians and administrators may feel little incentive to seek the collaborative approach in communication that female nurses may desire.
Power and status
1. Also impact organizational communication.
2. When workers feel unimportant or ignored, job satisfaction and teamwork decline and it becomes difficult for organization leaders to address the problems that are affecting the ability of the organization to function and change.
3. The importance of the manager in setting up a culture of open communication cannot be underestimated
Assessing Internal Climate
remember that the human mind perceives only what it expects to perceive. The unexpected is generally ignored or misunderstood. In other words, receivers cannot communicate if the message is incompatible with their expectations. If senders want communication to be effective, they need to be attentive to what they believe the receiver will see or hear.
Organizational Communication Strategies
1. Communication must be clear, simple, and precise.
2. Senders should seek feedback whether communication is received.
3. Multiple communication methods should be used.
4. Unnecessary information should not be disclosed.
Communication must be clear, simple, and precise.
This requires the sender to adjust their language as necessary to the target audience.
Senders should seek feedback whether communication is received.
One way to do this is to ask the receiver to repeat the communication or instructions. In addition, the sender should continue follow-up communication in an effort to determine if the communication is being acted on. The sender is responsible for ensuring that the message is understood.
Multiple communication methods should be used.
Using a variety of communication modes in combination increases the likelihood that everyone in the organization who needs to hear the message actually will hear it
Unnecessary information should not be disclosed.
1. Information is formal, impersonal, and unaffected by emotions, values, expectations, and perceptions. Communication, on the other hand, involves perception and feeling. It does not depend on information and may represent shared experiences. In contrast to information sharing, superiors must continually communicate with subordinates.
2. Although information and communication are different, they are interdependent.
Channels of Communication
Because large organizations are so complex, communication channels used by the manager may be upward, downward, horizontal, diagonal, or through the "grapevine." Types:
1. Upward: From subordinate to superior
2. Downward: From superior to subordinate. Communication at the organizational level.
Usually it is priorities and need to know information.
3. Horizontal: From peer to peer. Also a high volume of communication is this type.
4. Diagonal: Between individuals at differing hierarchy levels and job classifications
5. Grapevine: Informal, haphazard, and random, usually involving small groups
Diagonal
1. Between individuals at differing hierarchy levels and job classifications
2. The manager interacts with personnel and managers of other departments and groups such as physicians, who are not on the same level of the organizational hierarchy.
3. Although these people have no formal authority over the manager, this communication is vital to the organization's functioning.
4. Tends to be less formal than other types of communication.
Grapevine
1. Informal, haphazard, and random, usually involving small groups
2. Grapevine communication is subject to error and distortion because of the speed at which it passes and because the sender has little formal accountability for the message.
3. flows quickly and haphazardly among people at all hierarchical levels and usually involves three or four people at a time.
4. Senders have little accountability for the message, and often, the message becomes distorted as it speeds along.
5. Given the frequency of grapevine communication in all organizations, all managers must attempt to better understand how the grapevine works in their own organization as well as who is contributing to it.
Communication Modes: Types
1. Written
2. Face-to-Face
3. Telephone
4. Nonverbal
Written
1. Allow for documentation.
2. Can be open to various interpretations and generally consume more time.
3. Must write clearly.
Usually used to deliver important information to a wide audience.
Face-to-face
1. Oral communication is rapid but may result in fewer people receiving the information than necessary.
2. Managers communicate verbally upward and downward and formally and informally.
3. They also communicate verbally in formal meetings, with people in peer work groups, and when making formal presentations
Used to deliver bad news or other forms that should be done at a person-to-person level. This method helps ensure clarity and allows for immediate feedback, making it suitable for sensitive topics.
Telephone
1. Is rapid and allows the receiver to clarify the message at the time it is given.
2. It does not, however, allow the receipt of nonverbal messages for either the sender or receiver of the message.
3. Accents may be difficult to understand as well in a multicultural workforce.
4. Because managers today use the telephone so much, it has become an important communication tool, but it does have limits as an effective communication device.
Nonverbal
1. Includes facial expression, body movements, and gestures and is commonly referred to as body language.
2. Is considered more reliable than verbal communication because it conveys the emotional part of the message.
3. There is significant danger, however, in misinterpreting nonverbal messages if they are not assessed in context with the verbal message.
4. Nonverbal communication occurs any time managers are seen.
Communication Modes
1. The clarity of a message is significantly affected by the mode of communication used.
2. In general, the more direct the communication, the greater the probability of clear communication.
3. The more people involved in filtering the communication, the greater the chance of distortion.
4. An important communication skill is simply knowing what form of communication to use.
"For example, some serious conversations (layoffs, changes in salary, etc.) are almost always best done in person. You should also think about the person with whom you wish to speak—if they are very busy people (such as your boss, perhaps), you might want to convey your message through email. People will appreciate your thoughtful means of communication, and will be more likely to respond positively to you."
Elements of Nonverbal Communication
1. Space
2. Environment
3. Appearance
4. Posture
5. Facial Expression and Timing
6. Vocal Expression
7. Eye Contact
Space
1. Proxemics: the study of how space and territory affect communication.
2. All of us have an invisible zone of psychological comfort that acts as a buffer against unwanted touching and attacks.
3. The degree of space we require depends on who we are talking to as well as the situation we are in.
4. It also varies according to cultural norms. Some cultures require greater space between the sender and the receiver than others.
5. Distance may imply a lack of trust or warmth, whereas inadequate space, as defined by cultural norms, may make people feel threatened or intimidated.
6. Likewise, the manager who sits beside employees during performance appraisals sends a different message than the manager who speaks to the employee from the opposite side of a large and formal desk. In this case, distance increases power and status on the part of the manager; however, the receptivity to distance and the message that it implies varies with the culture of the receiver
Environment
1. The area where communication takes place is an important part of the communication process.
2. Communication that takes place in a superior's office is generally taken more seriously than that which occurs in the cafeteria.
Appearance
1. Much is communicated by our clothing, hairstyle, use of cosmetics, and attractiveness.
2. Care should be exercised, however, to be sure that organizational policies regarding desired appearance are both culturally and gender sensitive.
Posture
1. Posture and the way that you control the other parts of your body are also extremely important as part of nonverbal communication.
2. sitting up straight may indicate that a person is focused and paying attention to what's going on.
3. Sitting with the body hunched forward, on the other hand, can imply that the person is bored or indifferent.
4. Crossing arms across one's chest may suggest defensiveness or aggressiveness.
5. Moreover, the weight of a message is increased if the sender faces the receiver; stands or sits appropriately close; and, with head erect, leans toward the receiver.
Facial expression and timing
1. Effective communication requires a facial expression that agrees with your message.
2. Staff perceive managers who present a pleasant and open expression as approachable.
3. Likewise, a nurse's facial expression can greatly affect how and what clients are willing to relate.
4. On the other hand, hesitation often diminishes the effect of your statement or implies untruthfulness.
Vocal expression
1. Vocal clues such as tone, volume, and inflection add to the message being transmitted.
2. Tentative statements sound more like questions than statements, leading listeners to think that you are unsure of yourself, and speaking quickly may be interpreted as being nervous.
3. The goal, then, should always be to convey confidence and clarity.
Eye Contact
1. Eye contact invites interaction and emotional connection, if it is not too prolonged.
2. Breaking eye contact suggests the interaction is about to cease. It suggests to listeners that you may not be interested in them and are not engaged in the conversation.
3. It may also indicate that the person is distracted, uncomfortable, or trying to conceal his or her real feelings.
4. "If you don't have eye communication, you flat out don't have communication." That is because this nonverbal clue is associated with sincerity.
Eye contact is a form of nonverbal communication that fosters engagement and connection. It plays a crucial role in signaling interest, sincerity, and emotional involvement in a conversation.
most common reason of breaking eye contact is cell phones and screen time nowadays. It can also indicate distraction or discomfort.
Congruence of Verbal and Nonverbal Communication
1. Nonverbal communication is considered more reliable than verbal communication because it conveys the emotional part of the message.
2. In general, if verbal and nonverbal messages are incongruent, the receiver will believe the nonverbal message.
3. Effective leaders are congruent in their verbal and nonverbal communication so that followers are clear about the messages they receive.
4. All nurses must be sensitive to nonverbal clues and their importance in communication.
5. This is especially true for nursing leaders. Effective leaders make sure that both verbal and nonverbal communications agree.
6. Likewise, leaders are sensitive to nonverbal and verbal messages from followers and look for inconsistencies that may indicate unresolved problems or needs.
7. Often, organizational difficulties can be prevented because leaders recognize the nonverbal communication of subordinates and take appropriate and timely action.
Types of Communication
1. Passive
2. Aggressive
3. Indirectly Aggressive (Passive-Aggressive)
4. Assertive
Passive
Occurs when a person suffers in silence, although he or she may feel strongly about the issue. Thus, passive communicators avoid conflict, often at the risk of bottling up feelings which may lead to an eventual explosion
Aggressive
Is generally direct, threatening, and condescending. It infringes on another person's rights and intrudes into that person's personal space. This behavior is also oriented toward "winning at all costs" or demonstrating self-excellence.
Indirectly aggressive (passive-aggressive)
1. Is an aggressive message presented in a passive way.
2. It generally involves limited verbal exchange (often with incongruent nonverbal behavior) by a person who feels strongly about a situation.
3. This person feigns withdrawal in an effort to manipulate the situation. For example, the passive-aggressive communication may say yes when they want to say no or be sarcastic or complain about others behind their backs.
4. Over time, this type of behavior damages relationships and undercuts mutual respect.
Assertive
1. Ideal
2. Is not rude or insensitive behavior; rather, it is having an informed voice that insists on being heard.
3. Is a way of communicating that allows people to express themselves in direct, honest, and appropriate ways that do not infringe on another person's rights.
4. A person's position is expressed clearly and firmly by using "I" statements as well as direct eye contact and a calm voice. In addition, assertive communication always requires that verbal and nonverbal messages be congruent.
5. An assertive communication model helps people to unlearn common self-deprecating speech patterns that signal insecurity and a lack of confidence.
Reduces stress, brings about clarity, no redundancy, and fosters healthy relationships in communication.
Effective in certain environments that emphasize clear and respectful exchanges.
Used in times where non ambiguity is requiredto express thoughts and needs clearly while respecting others.
Misconceptions and Myths About Assertiveness
1. All behavior is either assertive or passive.
2. Being assertive will increase your odds of getting what you want. Being assertive involves both rights and responsibilities.
3. To be assertive is to be aggressive.
4. Assertiveness is unfeminine.
5. Assertive communication is rude or insensitive.
Assertive communication is rude or insensitive.
1. To be assertive is to not be aggressive, although some cultures find the distinction blurred.
2. Even when faced with someone else's aggression, the assertive communicator does not become aggressive.
3. When under attack by an aggressive person, an assertive person can do several things:
A) Reflect
B) Repeat the assertive message
C) Point out the implicit assumption
D) Restate the message by using assertive language
E) Question
SBAR as a Handoff Communication Tool
1. Using SBAR helps health-care providers avoid long narrative descriptions and ensures that facts, which are essential for the proper assessment of the patient's needs, are passed on.
2. The SBAR technique has become The Joint Commission's stated industry best practice for standardized communication in health care because of its potential for reducing communication errors, thus increasing patient safety.
Safer Healthcare suggests the following process for using SBAR
1. First, quickly organize the briefing information in your mind or on paper using the four elements (Situation, Background, Assessment, and Recommendation) in sequence. Only the most relevant data is included, and everything irrelevant or of secondary importance is excluded.
2. Second, present your briefing. Because team members can immediately recognize and understand the familiar, predictable SBAR format, you help them more efficiently and effectively address a situation or solve a problem.
3. Third, they may confirm, clarify, or enhance what you've said and then work with you to take the required action.
Listening as a Communication Skill
1. Most people hear or retain only a small amount of the information given to them.
2. Communication failure is a common root cause of medical error.
3. It is important that the leader manager approaches listening as an opportunity to learn.
4. Good listeners are able to ask great questions—not a multitude of questions, just the precise ones that move the conversation forward.
5. Great listeners typically say very few words at just the right time and do a great job in following up later on what matters.
6. The leader who actively listens gives genuine time and attention to the sender, focusing on verbal and nonverbal communication.
To become better listeners, leaders must
1. First become aware of how their own experiences, values, attitudes, and biases affect how they receive and perceive messages.
2. Second, they must overcome the information and communication overload inherent in the middle-management role. It is easy for overwhelmed managers to stop listening actively to the many subordinates who need and demand their time simultaneously.
3. Finally, the leader must continually work to improve listening skills by giving time and attention to the message sender. The leader's primary purpose is to receive the message being sent rather than forming a response before the transmission of the message is complete
GRRRR
is especially helpful in organizations where disruptive behavior, toxic environments, and power struggles interfere with listening.
Can be used regardless of the relative rank and status of the participants because maintaining structured communication is even more vital when power differences exist.
GRRRR Stages
1. Greeting stage, a simple respectful greeting is offered to establish a professional dialogue.
2. Respectful Listening by giving each other time to think and transmit critical information without interrupting.
3. Review occurs when the speaker summarizes the information he has conveyed to make sure that the message was understood correctly. Once the speaker is finished conveying this summary and the other party has validated or clarified it, the listener has enough information to Recommend or Request More Information.
4. Recommend or Request More Information seeks additional information as necessary.
5. Reward marks the end of the communication exchange where both parties Reward each other by recognizing and thanking each other for a collaborative exchange.
The Electronic Health Record (EHR)
1. A longitudinal electronic record of patient health information produced by encounters in one or more care settings.
2. Included in this information are patient demographics, progress notes, problems, medications, vital signs, past medical history, immunizations, laboratory data, and radiology reports.
3. Rapidly flourishing communication technologies have great potential to increase the efficiency and effectiveness of organizational communication. They also, however, pose increasing challenges to patient confidentiality.
Ransomware and Cyber Attacks
Ransomware is a form of malicious software that can lock and encrypt a computer or device data, and then demand a ransom to restore access. Ransomware attacks threaten patient care and data privacy.
1996 Health Insurance Portability and Accountability Act (HIPAA)
Called for protection and privacy of medical information, including any information about a patient, whether oral or recorded in any form or medium, that is created or received by a health care provider, health plan, public health authority, employer, life insurer, school or university, or health clearing house
Team building via communication
Build trust and cooperation. Managers must be well grounded in group dynamics and group roles because of the need to facilitate group communication and productivity within the organization.
Group Communication
1. Managers must communicate with large and small groups as well as with individual employees.
2. Because a group communicates differently than individuals do, it is essential that the manager has an understanding of group dynamics, including the sequence that each group must go through before work can be accomplished.
3. Psychologist Bruce Tuckman, building on the work of earlier management theorists, labeled these stages forming, storming, norming, and performing.
4. When people are introduced into work groups, they must go through a process of meeting each other.
Stages of group process
1. Forming
2. Storming
3. Norming
4. Performing
Forming
Here, interpersonal relationships are formed, expectations are defined, and directions are given.
Storming
a stage where there is much competition and attempts at the establishment of individual identities. Individuals in the storming stage begin to feel comfortable enough with each other to disagree and if managed appropriately, this discourse can lead to increased trust, positive competition, and effective bargaining.
A natural leader may emerge in this phase as group members negotiate their roles and responsibilities.
Every group member finds their roles in the group. This stage involves conflict and competition as members assert their individual identities and negotiate roles. It is crucial for establishing trust and effective collaboration.
Norming
the group begins to establish rules and design its work. Sometimes, norming never occurs because no one takes the time to agree on and enforce ground rules and processes.
Performing
the work actually gets done. Group members collaborate effectively, focus on achieving goals, and leverage their strengths. There is shared focus on the work that needs to be done, with a high level of productivity and a strong sense of unity among team members. This stage is characterized by trust, open communication, and a collective commitment to the group's objectives.
