Peer Support Meeting COMMUNICATION STRATEGIES

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1 Peer Support Meeting COMMUNICATION STRATEGIES

2 Communication Think of a situation where you missed out on an opportunity because of lack of communication. What communication skills in particular could have alleviated the problem? Share your thoughts

3 Communication When you think of communication what do you think of?

4 What is communication? Communication is the imparting or interchange of thoughts, opinions, or information by speech, writing or signs.

5 Communication The ability to effectively communicate with others is one of the most powerful tools for personal and/or professional success. Many people find the day-to-day interactions with co-workers, family, and friends to be challenging. Emotion, communication and conflict are present in all human interactions and affects each of us in different ways. Everyone manages emotion, communication and conflict from habit patterns and styles developed early in life and over time. 80% of problems in the workplace are communication related

6 Communication One of the quickest ways to alienate yourself from other people is to communicate unsuccessfully. Effective communication empowers you to influence others. Your capacity to communicate is often seen as an indicator of your ability and intelligence. In this presentation, you will learn a variety of strategies to improve your communication skills, and break the cycle of destructive habits of personal interaction.

7 Communication Style Past Experiences Shape Communication Style Communication doesn t just happen; your style is based on your experiences that over time have developed into a pattern of attitudes and actions. It is a continuous cycle. Your experiences influence your thoughts. Your thoughts, over time, become your attitudes. These attitudes become the blueprint for new experiences, which develop into patterns of behavior. An awareness of your personal style is critical to begin to transform negative attitudes and behaviors into positive ones. It is key to empowering you to establish personal responsibility and accountability in the midst of changing your behavior. Remember, the only person you can ever really control or change is yourself.

8 How do we communicate? Communication is: 55% through body movements 38% vocal (pitch and volume) 7% verbal (words we use)

9 Barriers to Effective Communication Cultural differences. The norms of social interaction vary greatly in different cultures, as do the way in which emotions are expressed. For example, the concept of personal space varies between cultures and between different social settings.

10 Barriers to Effective Communication Emotional barriers and taboos. Some people may find it difficult to express their emotions and some topics may be completely 'off-limits' or taboo.

11 Barriers to Effective Communication Lack of attention, interest, distractions, or irrelevance to the receiver.

12 Barriers to Effective Communication Differences in perception and viewpoint.

13 Barriers to Effective Communication Language differences and the difficulty in understanding unfamiliar accents.

14 Barriers to Effective Communication Physical barriers to non-verbal communication. Not being able to see the non-verbal cues, gestures, posture and general body language can make communication less effective.

15 Barriers to Effective Communication Expectations and prejudices which may lead to false assumptions or stereotyping. People often hear what they expect to hear rather than what is actually said and jump to incorrect conclusions.

16 Non-verbal communication What non verbal messages might you receive? Your boss asks you to come into his office to discuss a new project. His arms are crossed and he looks stern.

17 Non-verbal communication A team member tells you they have bad news but they are smiling.

18 Non-verbal communication You tell a coworker you cannot help them. They say that s ok, but they slam your office door on the way out.

19 Non-Verbal Communication 1. Body Movement hand gestures, nodding 2. Posture how you stand/sit, arms crossed 3. Eye contact how much can determine trust 4. Para-language pitch, tone, speed of speaking 5. Facial Expressions- smiling, frowning, blinking 6. Physiological Changes sweating or blinking more if nervous, fidgeting 7. Proxemics - space and distance 8. Appearance the way you dress and present yourself

20 Gesture Nodding Head Shaking Head Interpreting gestures Moving head from side to side Shrugging shoulders Crossed arms Tapping hands or fingers Shaking index finger Thumbs up Thumbs down Pointing index finger at someone Waving both hands over head Tapping toes/feet Interpretation Yes No Maybe Not sure; I don t know Defensive Bored, anxious, nervous Angry Agreement, OK Disagreement, not OK Indicating or blaming Help, attention Bored, anxious, nervous

21 Listening skills 7 WAYS TO LISTEN BETTER 1. When listening, listen. Don t talk on the phone, text message, clean off your desk, or do anything else.

22 7 WAYS TO LISTEN BETTER 2. Avoid Interruptions

23 7 WAYS TO LISTEN BETTER 3. Aim to spend at least 90% of your time listening and less than 10% talking

24 7 WAYS TO LISTEN BETTER 4. When you talk make sure it is related to what the other person is saying. Asking questions to clarify.

25 7 WAYS TO LISTEN BETTER 5. Do not offer advice unless they ask you for it.

26 7 WAYS TO LISTEN BETTER 6. Make sure the physical environment is conducive to listening. Reduce noise and distractions.

27 7 WAYS TO LISTEN BETTER 7. If you are required to take notes, do not let note taking disturb the flow of the conversation.

28 Active listening Active listening is a communication technique which requires the listener to re-state or paraphrase what they have heard in their own words to confirm meaning of the words.

29 Active Listening Stay active by asking mental questions. Some questions you can ask yourself as you listen are: 1. What key point is the speaker making? 2. How does this fit with what I know from experience? 3. How can this information benefit me?

30 Active Listening

31 Assertive Communication Being assertive is a core communication skill. Being assertive means that you express yourself effectively and stand up for your point of view, while also respecting the rights and beliefs of others. Being assertive can also help boost your self-esteem and earn others' respect.

32 Asking Good Questions Asking good questions is the building block of successful communication There are 3 types of questions that you can ask: Closed questions, Open questions and Probing questions

33 Expressing Yourself Communicating Long or Emotional Messages Briefly explain the intention of your conversation. The other person(s) will attend better if they have a basic understanding of the time and effort they will be bringing to the conversation. Use I statements to communicate your feelings, and what you have personally seen, heard, need, or expect. Do not engage in verbal attacks on the other person. if you need to criticize, describe the behavior or actions of the other person that bother you. State what you need or expect in positive terms.

34 Using I messages Advanced Communication How would you react to these statements? - Your outfit is too casual for this meeting - You mumble all the time - You re really disorganized Puts blame on receiver.

35 Using I Messages Advanced Communication Instead of starting a sentence with you try using an I message. - Sometimes, you speak in a very low voice. I often have difficulty hearing you when you speak at that volume. It often makes me feel frustrated. Do not start sentence with when you.. Can create feeling of blame and injustice

36 Five Components of Your Message Your communication should include these five important components: 1. What you are seeing have seen 2. What you are hearing have heard 3. What you are feeling have felt about the issue 4. What you need or want 5. What the positive result will be from receiving/acting on your request

37 Activity For the three situations listed below, think how you would communicate: What you are seeing have seen What you are hearing have heard What you are feeling have felt about the issue What you need or want What the positive result will be from receiving/acting on your request 1. Your boss marked you low on your performance review. This was the first indication you had of how you were performing in your job. 2. An employee you supervise has been frequently absent causing lost production and a hardship for the rest of the employees in your unit. 3. Your coworker has been opening your mail and going through your desk drawers, as well as saying negative things to others behind your back.

38 Emotional Obstacles Emotional obstacles to effective communication include: Vulnerability people may not express their true feelings because they do not want to expose themselves to others Protecting people may not want to express their true thoughts because they don t want to hurt or upset the other person Expectations - social, professional, or cultural rules may inhibit expression of some feelings Fear people seek approval and acceptance so they are often reluctant to say what they really mean for fear of rejection

39 Manage Your Emotions Recognize what you are feeling. Are you angry, embarrassed, or hurt? Simplify your feelings. Select one or two words to describe how you feel. Be specific. Do not act on your feelings right away. Don t make a decision, enter into a discussion, or send an in anger or frustration. Choose an appropriate time and place to communicate. Accept that you are responsible for your emotions; Use I statements. Say I feel angry when rather than You make me mad

40 Manage Conflict Keep yourself calm by breathing slowly and deeply. Remember that this is only one temporary moment in your life. Concentrate on what you need to move forward rather than dwell on the other person s mistakes. Summarize the other person s feelings to make sure that you understand what they are communicating. Give affirmation to the other person about what they may be feeling. Acknowledge and apologize for any mistakes you may have made. Focus on positive results and make specific requests that will enable the achievement of those goals.

41 Activity Reflect on the following situations. 1. Your boss reprimanded you at a department meeting for ing a joke to others in the workplace. Personal s and jokes are routine at the office. 2. Recently you shared your idea with a coworker on how to improve departmental operating procedure that could result in greater efficiency and increased revenue for the college. You scheduled a meeting with your supervisor to introduce the concept, but your coworker beat you to it, and has claimed your idea for their own. 3. You have learned that one of the employees you supervise frequently criticizes you harshly to others in and outside of your department.

42 Wrapping up

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