Managerial Communication

Managerial Communication
Introduction:
A manager can considerably impact workforce
expansion and employee performance. Whether such
impact is positive or negative, it is often the direct result
of communication management and their understanding

of each other's work habits and style.

In order to understand what communication is good to

a manager, let us first describe what communication is
and how a manager can benefit through it .

Managerial Communication is the ability to fluent

yourself so that others can understand both your words
and what your goals are. You have more ways to
communicate today than ever before, and many more
 Managerial Communication
Earlier as a manager, you had only a few different
communications skills to master in order to be a good
manager. i.e.
Telephones,
letters,
face-to-face conversations, and
 the occasional speech or presentation.

Now however, you have all kinds of exciting and new ways
to tell your counterpart on the other side of the world to
take a walk. You have e-mail both on local networks within
companies and on the internet voice mail, voice pagers,
conference calls, teleconferencing, faxes, wireless phone,
satellite uplinks, satellite downlinks, and on and on those
are the technology side.
 Managerial Communication
Here we are going to focus the ability of a manager to
communicate his employers personally, therefore we are
going to go through some of those skills that manager is
to have, so that he or she can be a good manager,

Body communication,
Listening communication,
Open door policy communication.

These are very important in all areas of life, especially the

workplace. The communication equation has two sides
the doing side and the listening side. Therefore the good
manager has to marginalize both qualities in order this
equation to be balanced equation.
 COMMUNICATION
• Learning Objective;

– After studying this chapter should be able to;

• Define the main element of the

communication process.
• Describe the importance of information
technology in the communication process.
• Define the barriers to communication and
describe ways to overcome them.
• State the guidelines for effective
communication.
 COMMUNICATION
Communication
• Communication is the transfer and exchange
of information and understanding from one
person to another through meaning symbols.
It is a way of exchanging and sharing;

– Ideas
– Attitudes
– Values
– Opinions
– Facts
 COMMUNICATION
The Communication Process

Significantly, communication is a process that

requires both a sender, who begins the process, and
a receiver, who completes the communication link.

When the receiver understand the communication,

the cycle is complete.

Communication affects how people in an

organization interact each other without effective
communication, managers can accomplish very little
What Is Communication?
COMMUNICATION
 MANAGEMENT PRINCIPLES
(COMMUNICATION)

3. Elements of Communication Process

There are three elements :

• Sender (encoder)
• Symbols (media)
• Receiver (decoder)
 COMMUNICATION
• Element in the Communication Process

Sender (Encoder)

• The sender is the source of information and

the initiator the communication process.
• The sender tries to choose the type of
message and the channel that will be most
effective.
• The sender then encoders the message .
• The meaning of the word encode
– Convert into code.
MANAGEMENT PRINCIPLES
(COMMUNICATION)

One - way communication

Two – way communication

 COMMUNICATION
• Element in the Communication Process

– Encoding

• Encoding translate thoughts or feelings into a;

– Medium
– Written
– Visual, or
– Spoken that conveys the meaning intended.

Five principles of increasing encoding

accuracy

1. Relevancy
» Relevancy make the message meaningful and significant,
selecting the:
» Word
» Symbols, or
» Gestures to be used
 COMMUNICATION
• Encoding
2. Simplicity
• Put the message in the message in the simplest possible
terms, reducing the number of words, symbols, and/or
gestures used to communicate the intended thoughts and
feelings.

3. Organization

• Arrange the message as a series of points of to facilitate

understanding complete each point in a message before
proceeding to the next.
4. Repetition

• Restate key points of the message at least twice.

Repetition is particularly important in spoken
communication, because words may not be clearly heard
or fully understood the first time.
 COMMUNICATION
• Encoding

5 . Focus
• Focus on the essential aspects, or key points, of
the message, make the message clear and avoid
unnecessary detail, in spoken communication,
emphasize significant points by:
– Changing your ton of voice
– Pausing
– Gesturing or,
– Using appropriate facial expressions.
Focus In written communication
– Underline key sentences
– Phases
– Words
 MANAGEMENT PRINCIPLES
(COMMUNICATION)

Channels
Channel is the path through message flows from the sender to
receiver. The information carrying capacity of a channel of
communication is different . Not all channels can carry the
same richness of information. Some are highly informative for
both sender and receiver. Other provide little information.

Receiver (Decoder)
The person who receives and decodes to interprets the
information.

Decoding
It is the process to make the message understandable .
 MANAGEMENT PRINCIPLES
(COMMUNICATION)

Types of Communication.4
1. Verbal (Spoken) Communication

2. Written Communication

3. Nonverbal Communication
 MANAGEMENT PRINCIPLES
(COMMUNICATION)

a. Verbal (Spoken) Communication

Most of the communication is “one to one” communication . Any
type of exchange of ideas , emotions, information's , that is one
to one ,either it’s Informational, Decisional (negotiator) is called
verbal or interpersonal communication.

b. Written Communication
A formal communication from the commander as ; planning ,
organizing, coordinating, directing and controlling is the use of
written communication. Important communication should also
be “kept on record” for later reference. as;
• Reports
• Memorandum
• Letters or news letters.
 MANAGEMENT PRINCIPLES
(COMMUNICATION)
c. Nonverbal Communication
Nonverbal communication is the most commonly used and
understood form of human communication. such as;
• Facial expressions
• Body movement
• Signs
When people communicate the message while meet to each
other, almost 60% content of the message is transmitted through
facial expression and body movement. Some ways of non verbal
communication that you should be aware of and use effectively,
as;
• Use of space
• Personal appearance
• Body language
 Overview
Nonverbal Communication
Messages are communicated
verbally or non-verbally.

Verbal communication may be

oral or written.

Non-verbal communication means

employing audio signs or visual
signs to communicate a message.
 Overview
• Examples of Nonverbal communication
 MANAGEMENT PRINCIPLES
(COMMUNICATION)
Non Verbal Communication
 MANAGEMENT PRINCIPLES
(COMMUNICATION)
c. Nonverbal Communication (continue)
a. Space
Proxemics. The branch of knowledge that deals with the amount of
space that people feel it necessary to set between themselves and
others.
How close you are to another person, where you sit or stand, and
how you arrange your office that can have a real impact on personal.

b. Personal appearance
Undoubtedly, you have beard the expression “clothes make the
person” style consultants for major corporation believe that the way
a person dresses, definitely communicates something to others.
You should ask yourself;
Is the way I am dressed going to hurt or help may business?
People will judge you partially on the basis of how look.
If you are dressed appropriately, customer and others may see
you as a more effective person than someone other.
 COMMUNICATION
Personal Appearance

• Body Language

– The body and its movements particularly those of

the face and eyes, which are very expressive;

 Tell other people a lot about you as much as 5

percent of the content of a message may be
communicated by facial expression and body
posture another 30 percent by inflection and tone
of the speech.

 The words them selves may account for only 20

percent of the content of the message.
 COMMUNICATION
Personal Appearance
• Body Language
 COMMUNICATION
Personal Appearance
• Body Language
 COMMUNICATION
Management roles
in Communication

Communication

Interpersonal Informational Decisional

 Figurehead  Spokes  Entrepreneur

 Leader person  Disturbance

 Liaison  Monitor handler

 Disseminators  Negotiator
 COMMUNICATION
Guideline for Effective
Listening

• Stop talking! You can’t listen if you are talking

• Show a talker that you want listen, paraphrase what’s
been said to show that you understand.
• Remove distractions
• Try to see the other person’s point of view.
• Go easy on argument and criticism, which put people
on the defensive and may makes them “ calm up” or
become angry.
• Before each person leaves, confirm what been said.
 COMMUNICATION
Guideline for Effective
Listening
• Message
– The message contains the verbal (spoken and written) symbols and non verbal
cause that represent the information the sender wants to the receiver.
– Like a coin, a message has two sides, and the message sent and the message
received aren’t necessarily the same. Why?
– First, encoding and decoding of the message may very because of differences
between the sender’s and the receiver’s back \grounds and viewpoints.
– Second, the sender may be sending more than on message.
COMMUNICATION
 COMMUNICATION
 Verbal Messages
– Employees communicate verbally (speaking and
writing) more often than in any other way.

• Spoken communication takes place face to face

and over the telephone.
• Most people prefer face to face communication
because non verbal messages are an important
part of it. To get their meaning across on the
telephone, the must choose their words and tone
of voice carefully.
 COMMUNICATION
 Verbal Messages

– Effective verbal communication requires the

sender to
• Encode the message in words (and
nonverbal cause) that will convey it
accurately to receiver.
• Convey they message in a well o organized
manner, and
• Try to eliminate distractions
 COMMUNICATION
• Written messages

– People usually prefer spoken to written

messages because spoken
communication is quicker and the sender
and receiver can interact. However,
organization uses many forms of written
massages for example.

• Reports
• Memorandum
• Letters
• News letters
 COMMUNICATION
• Written Message

– Such messages are most appropriate when

information has to be distributed to many people at
scattered locations and when keeping a record of
what was sent is necessary.

– The following are some guidelines of good written

messages.
– The message should be;

 drafted with the receiver clearly in mind.

 Content well though out ahead of time.
 As brief as possible, without irrelevant work and ideas.
 Important message should be prepared in draft from first and
then and then polished.
 If the message has to be long, include be a brief summary on
the first page.
 This summary should clarify the main points and contain page
references to details on each item.
 COMMUNICATION
• Written Message

The Message:

 Should be carefully organized.

 State the most important point first, then the next
most important point, and soon.

This way, even if the receiver roads only first few

points, the essentials of the message will get across,
make the subject clear by giving the message a title
make the message more readable by using simple
words and short, clear sentences.
 COMMUNICATION
• Channels
– Definitions
• The channels is the path message follows
from the sender to receiver.
• Information richness
– The information carrying capacity of a
channel of communication. Not all channels
can carry the same richness of information
» Some are highly informative for both
sender and receiver
» Other provide little information.

– Channels low in richness are consider to be

lean because they are effective mainly for
sending specific data and facts
 COMMUNICATION
Information Richness of channels

Information channel Rich Information Richness

Face to face discussion Highest

Telephone Conversation High

Written letters / memos Moderate

(individually addressed)

Formal written documents Low

(unaddressed bulletins or
reports)
Formal numeric documents Lowest
(printouts, budget reports)
 COMMUNICATION
• Type Channels
– Downward channels
• Definitions
– Down channels A communication path that managers use to send messages to
employees or customers
– For example
» To communicate effectively with L. L. bean’s 3,000 employees, its managers
used down ward channel to communicate
* how to handle special promotional items.
* job description detailing duties and
responsibilities;
* Polices and procedures explaining what is
expected of employees, and the
organization's rules and employee benefits;
* Feed back about an individual’s job
performance;
* News of activities and events that
management believes employees should
participate in (chartable organizations, bloo
drivers, and the like.
 COMMUNICATION
• Downward channel
– Manager frequently use downward communication
as a channel.
• Example;
– Doug key, president of med star Ambulance, devotes
nearly 50 percent of his time to communicating with
employees through meetings, policy directives, and
memos to explain med stars.
» Goals
» Strategic plans
» Activities
– The downward channel also may be the most misused
because it provides little opportunity for employees to
respond. Infect, the fundamental problem with
downward communication is that is too after one-way;
it’s a clean channel that doesn’t encourage feedback
from those on the receiving end. To correct this
problem, manager should urge employees to use
upward channels.
 COMMUNICATION
• Upward channel
– Definition
• A channel by which subordinates send information to
superiors
• For example
– Some mangers do not see the value of encouraging
employees to participate in;
» Setting goals,
» Planning
» Formulating policies

– The result is a failure to provide upward channels of

communication. Subordinates use upward channels to
send messages to superiors. such channels may be the
only formal means that employees have for
communicating with managers and managers with
higher level mangers in the organization.
– Upward communication provides feedback on how well
employees understand the messages they have
received moreover, it enables employees to voice their
opinions and ideas. If effective, upward communication
can provide .
 COMMUNICATION
• Upward channel

– An emotional release and, at the same time.

– Give employees a chance to participate
– The feeling they are being listened to and a sense of
personal worth.
– Most important, they often have excellent suggestions
for improving efficiency and effectiveness.

• Horizontal channels

– Definition

• Manager and other employees use a horizontal channel when

communicating across departmental lines, with suppliers, or
customers. This type of channel is especially important in
network organization.
 COMMUNICATION
• Horizontal Channel

– Essential to the success of a net week organization is

maintaining effective communication among;
• Customer
• Suppliers
• Employees in various divisions or functions.

– Horizontal channels are formal if they follow formal

organizational paths. However, they also may be
informal. The frequently connect people on the same
level in company.

– Message communicated horizontally usually are

related to coordinating activities, sharing information,
and solving problems. Horizontal channels are
extremely important in today’s hi-tech organization.
 COMMUNICATION
• Informal channels.
– So far have concentrated on for formal channels of
communication. However, do not underestimate the
importance of informal channels of communication.
• Grapevine
– The grapevine is an organization's informal
communication system. The term comes from a
civil war practice of hanging telegraph lines.
– Loosely from tree to tree, like a grapevine.The grapevine
functions to ease communication problem between
managers and/or employees. The path that message\s
follow along the grapevine is based on social interaction.

– For example
• A Saudi Airlines has recognized the importance of this channel to
the extent of maintaining a “grapevine file” in the computer’s
online systems. This file enable employees to ask managers and
other employees questions, offer compliment and suggestions,
and verify rumors.
 COMMUNICATION
• Networking

– Mangers and other employees also spend

considerable time meeting with peers and others
outside the organization. They attend meetings of;
• Professional associations
• Trade shows, and other gatherings

– As a result, they may develop various close,

informal relationships with talented and useful
people outside the organization. People use these
networks to help each other, trading favors and
calling on each other’s recourses for career
advancement or other types of information and
support.
 COMMUNICATION
• Feed back
– Feed back is the receiver’s response to the sender’s message.
It is the best way to show that a message has been received
and to indicate whether it has been understood.
• Procter & Gamble, 3M, IBM, and other companies have set
up guidelines to encourage effective feedback. According
to these guidelines, feed back should have the following
characteristics.
– Characteristics
» It should be helpful.
» If the receiver of the message provides feedback that
adds to the sender’s information, the feed back is
likely to be helpful.
» It should be descriptive rather than evaluation
» If the receiver responds to the message in a
descriptive manner, the feed-back is likely to be
effective. If the receiver is evaluative (or
judgmental), the feed-back is likely to be in-effective
or even cause a breakdown in communication.
 COMMUNICATION
• Feed-back
– Characteristics
• It should be specific rather than general
– The receiver should respond specifically to points raised
and questions asked in the message. If the receiver
responds in generalities, the feedback may indicate
evasion or lack of understanding.
• It should be well timed
– The reception-and thus the effectiveness-of feed-back is
affected by the context in which it occurs. Giving
performance feedback to a person during half time of a
foot-ball game or at luncheon is different from giving the
same person feed-back in the office. Informal setting
usually are reserved for social as opposed to performance
based feedback.
• It should not overwhelm
– Spoken communication depends heavily on memory.
Accordingly, when large a mounts of information are
involved, spoken feed back is less effective than written
feed back. People tend to ‘tune in and out” of
conversations. They may fail to grasp what the speaker is
too long and complex.
 COMMUNICATION
• Perception
– Perception is then meaning a scribed to a message by
either sender or receiver. Perception are influenced by
what people see, by the ways they organize these
elements in memory and by the meanings they attach to
them.
– Some problems in communication can be traced to two
problems of perception.
• Selective perception
– Selective perception is the process of screening
out information that a person wants or needs to
avoid.
• Stereotyping
– Stereotyping is the process of making assumptions about
individuals solely on the basis of their belonging to a certain
gender,
» Race
» Age other
» group
 COMMUNICATION
• Importance of information Technology

– Electronic mail
• E-mail use of computer text editing to send and
receive written information.

– Internet
• A loosely configured rapidly growing web of
25,000 corporate educational and research
computer networks around the world.
• Firewalls.
• Work stations with special software that screen
incoming message to ensure that on outsider
is authorized to access a certain computer in
the company and doesn’t leave confidential
information on the internet.
 COMMUNICATION
How information technology
affects on organization?

Customer No longer simply on “order entry” job, customer

relations service representatives are topping into company
wide to solve collars demands instantly, from simple
changes of address to billing adjustments.

Quality Manufacturers are using information technology to

shrink cycle times, reduce defects, and cut waste
likewise, service firms are using electronic data
interchange to streamline ordering and
communication with suppliers and customers.
Organization New electronic systems are breaking down old
departmental barriers, allowing critical information to
be shared instantly across functional departments or
product teams and even with teams on the factory
floor.
 COMMUNICATION
Staffing New system and processes have eliminated
management layers and cut employment levels less
costly computers and communication devices are
used to create “virtual offices” from workers in far-
flung location.

New products The information “feedback loop” is collapsing

development cycles. Companies are electronically
feed customer and marketing comments to product
development teams so that they can rejuvenate
product lines and target specific customer.
 COMMUNICATION
• Barriers to Effective Communication
– Definition
• These barriers hinder the sending and receiving of messages by distorting,
or sometimes even blocking, intended meanings.

– Barriers to communication
• Organization Barriers
– Definition
» Channels of communication, both formal and informal , are largely
determined by organizational design. The degree of specialization
present in the organization also may affect clear communication.
» Authority
Whenever one person holds a higher
position then another, communication
problems are likely or occur. The more
levels in the organization, and the farther
the receiver is from the sender, the more
difficult effective communication
becomes.
 COMMUNICATION
• Organizational Barriers

– Specialization
• As knowledge becomes more specialized, professionals in
many field develop their own jargon, or shorthand, to simplify
communication among them selves . That often makes
communication with people outside the field difficult.
– Different Goals
• When AT & T decided to close its plant in Winston – Salem,
North Carolina, different goals surfaced. AT & T choose to close
this plant because it was the company’s smallest. The company
assumed that the work and employees from the plant could
easily be absorbed by its larger plants.
– Status Relationship
• Status is a person’s social rank in a group
• Status may be a significant barrier to effective communication
because:
– It often is used to insulate managers from things they don’t want to
hear and
– It influences the mount and kinds of information that subordinates
channel upward.
 COMMUNICATION
• Individual Barriers
– Consist of
• Conflicting Assumptions
– The sender assumes that the receiver will interpret the message
as the sender intends. But a key word or phrase may mean one
thing to the sender and something else to the receiver.

• Semantics
– The study of the way words are used and the meaning they
convey is called semantics, misinterpretation of word meaning
can play a large role in communication failure.

• Emotions
– An emotion is a subjective reaction or feeling remembering
experiences, an individual recalls not only events but also the
feelings that accompanied them.

• Communication skills
– The ability to communication varies from person to person.
Articulate, persuasive, and confident people communicate more
effectively than those who are less so.
 COMMUNICATION
Organization and Individual Barriers

Time
Motivation
Needs

Objective

Result
Behavior

FRUSTRATION
Barriers

Barrier To Goal Diagram

 COMMUNICATION
• Overcoming Barriers : The good news is that you can overcome
barriers to effective communication.

– Regulate the flow of Information

• If you receive too much information you will suffer from information over load,
you should set up a system that identifies priority message for immediate
attention.

– Encourage Feedback
• You should flow up to determine whether important messages have
been understood.

– Simplify the language of the message

• Because language can be a barrier, you should choose words that
others will understand. Your sentence should be concise, and you
should avoid jargon that others won’t understand or that may be miss
leading.

– Listen Actively
• You need to become a good listener as well as a good message
sender. Recent, several organizations have developed training
programs to improve employee listening.
 COMMUNICATION
Overcoming Barriers

Time
Motivation
Needs

Objective

Behavior Result

Barrier To Goal Diagram

 COMMUNICATION
• Overcoming Barriers:
– Restrain Negative Emotion

• Like everyone else, you convey emotions when communicating,

but negative emotion can distort the content of the message,
when emotionally upset, you are more likely than at other times
to phrase the message poorly.

– Use Nonverbal cause

• You should use nonverbal cause to emphasize point and
express feelings.

– Use the Grapevine

• As a manager you couldn’t get rid of the grapevine in an organization

even if you tried, so you should use it to send information rapidly, test
reaction before announcing a final decision, and obtain valuable
feedback. Also, the grapevine frequently carriers destructive rumors,
reducing employee morale and organizational effectiveness.
 COMMUNICATION
• Guidelines for effective communication: To be a good
communicator you should be following;

– Clarify your ideas before communicating

• Analyze the topic or problem to clarify it in your mind before
sending a message. Communication often is in effective because
the message is inadequately planned. Part of good message
planning is considering the goals and attitudes of those will receive
the message.
– Examine the true purpose of the communication
• Before you send a message ask yourself what you really want to
accomplish with it. Decide whether you want to obtain information,
convey a decisions, or persuade someone to take action.
– Consider the setting in which the communication will take place
• You convey meanings and intent by more than words alone. Trying
to communicate with a person in another location is more difficult
than doing so face to face.
– Consult with others, when appropriate, in planning
communications
• Encourage the participation of those who will be affected by the
message. They can often provide a view point that you might not
have considered.
 COMMUNICATION
• Guidelines for effective communication

– Be mindful of the nonverbal messages you send

• Tone of voice, facial expression, eye contact, personal appearance, and

physical surroundings all influence the communication process. The receiver
considers both the words and the nonverbal cause that make up your
message
– Take the opportunity to convey something helpful to be the receiver.

• Considering the other person’s interests and needs often presents

opportunities to the sender. You can make your message clearer by
imagining yourself in the other’s position. Effect communication really try to
see the message from the listener’s point of view.
– Follow up the communication

• Your best effort at communication can be wasted unless you succeed in

getting your message across. You should follow up and ask for feed back to
find out whether you succeeded. You cannot assume that the receiver
understand; feedback in some form is necessary.
– Be sure your actions support your communication

• The most effective communication is not in what you say but in what you do
actions speak louder than words.
 What Is Communication?
• Transfer of Meaning—No
• Influence of Mental Maps—Yes
• Redundant
– Visual
– Auditory
– Kinesthestic
– Energetic
Managerial Communication
Managerial Communication
 Overview
• Communication Skills

– Nonverbal communication
– Oral communication
– Written communication

• Interpersonal Applications
• Business Applications
 Why Study Communication?
• The Only Completely moveable Skill
– You will use it in every relationship
– You will need it regardless of your career path
• The “Information Age”
– The history of civilization is the history of
information
– Language and written documents facilitate the
transfer of information and knowledge through
time and space
 Why Study Communication?
• Your Quality of Life Depends Primarily
on Your Communication Skills
• You Cannot Be Too Good at
Communication
• People Overestimate Their Own
Communication Skills
We Want Others to Change
Listening Techniques
• Get ready to listen
• Remove the distractions
• Listen to understand
• Try to see the others point of view
• Control your emotions
• Listen for the main ideas and take notes.
• Before leaving ,confirm , what has been said.

69
 LISTENING

Listening is more then just hearing. It involves

paying attention to the message, not merely
hearing. More then 75% of their working time
commanders spends in communication, and near
about half time spends in listening to the others.
Be a good listener to get more information's from
the surrounding. it includes 3 steps;
• Hearing
• Comprehending
• Remembering
 EFFECTIVE PRESENTANTIONS

1. Introduction
• To stand in front of a group of people to convey some
information's or message. (safety subjects)
• It is mistake to think, “it will be alright at presentation
time” and when the time comes you will be inspired.
• The effective presentation is the result of careful
preparation and delivery.
 EFFECTIVE PRESENTANTIONS
Presentation and Speaking Skills
Controlling the volume, speed and pitch of
your voice
Delivering strong speeches and presentations
Improving your physical presence in front of
your audience
Handling questions and discussions with ease
Structuring the content of your presentation
Using projectors and visual aids effectively
 Intercultural Communication
Understanding cultural differences in
negotiations

Avoiding inappropriate gestures or questions

in other cultures

Adjusting to cultural differences in body

language and personal space

Giving and receiving gifts appropriately

Conducting business and entertaining in other

cultures
EFFECTIVE PRESENTANTIONS
 EFFECTIVE PRESENTANTIONS

2. Preparation
The basic requirements to approach to the task are
listed below ;
1. Subject (Technical, safety, etc)
2. Purpose (To inform, to give the organization view)
3. Audience (Colleagues, academics, engineers,
aircrew)
4. Time ( What can be done in the time available or
what time is needed to do)
 EFFECTIVE PRESENTANTIONS

3. Structure the Material

Simplicity and clarity is the key. Emphasize the major
points, add some short stories related to the subject in
the beginning , middle and at the end.
The subject , the size and the composition of the
audience , the location ,the equipment available and
the way of presentation should be acceptable to the
audience.

4. Rehearsal
To make practice mentally and audibly. Familiarize
yourself with the words.
 BRIEFING

1. Introduction
Briefing is giving instructions on essential
information .
 Signals
 Telephones
 Fax
 Computer network
There are TWO ways of briefing used.
1. Formal
2. In formal
BRIEFING
 BRIEFING

a. Formal Briefing
A formal briefing is pre-informed be likely to be the
rule rather than the release at higher levels of
command.
b. In formal Briefings
It may involve routine reports at periodic gatherings;
as any senior member (in - charge) inform his
subordinates about today’s tasks needed to
complete.
 BRIEFING
Types of briefing
The informative briefing. 1
The Advocacy briefing. 2
The Staff briefing. 3
The Manuscript briefing. 4
Informative briefing.1
;It is to inform the listener
Has no place for recommendation, (about exercise , any
.)change in policies etc
The person briefing should answer the questions
.regarding information
 BRIEFING
Types of briefing
The Advocacy Briefing. 2
It means “to support a particular plan or action” for
example; The minister advocated a reform the Tax
system. Or an advocate support somebody in the court
.of law. Or an advocate of nuclear disarmament
Aura; The most important factor in advocacy is the “aura”
means; the quality of somebody or something that have:
;as
Personality
Knowledge
Organization
Approach
 BRIEFING

The Staff briefing.3

It is the exchange of information between staff
members, At higher level of command, policies
are discussed, and in combat situations,
discussion of various alternative actions and
make decision. At low level of command, may
.specific to their units
The Manuscript Briefing.4
In the correspondence with other organizations,
advisor , adjutant or any other responsible man
will inform to the commanding officer about the
main points of letter or massage by using the
.miniatures or by high lightening
 What Is Communication?
• Conscious and Intentional
– Nonverbal
– Verbal
• Unconscious and Unintentional
– Nonverbal
– Verbal
Perception Can Be Tricky
 The Communication Process

Message

Decision- Decision-
Filters Making Filters Making
Sensory Data

Sensory Data
Beliefs Beliefs
Values Values
Questions & Questions &
Metaphors Metaphors
Beh. Type Beh. Type
State Encoding State Encoding

Sender Channel Receiver

The Communication Process

Message

Decision-
Making
Experience, Language, and Meaning
 Symbol Systems
• Language
– Words and sentences
– Meaning and labels
• Mathematics
• Money
 History of Communication
• Nonverbal: 150,000 years
• Oral: 55,000 years
• Written: 6,000 years

– Early writing: 4000 BC

– Egyptian hieroglyphics: 3000 BC
– Phoenician alphabet: 1500 to 2000 BC
– Book printing in China: 600 BC
– Book printing in Europe: 1400 AD
 Communicating Meaning
• Physiology and Appearance: 55
percent
• Paralanguage: 38
percent
• Language: 7 percent
Sensory Data and Mental Maps
• Bridge Between Internal and External
• Internal and External Processing
• Internal Processing

– Posture and breathing

– Language and paralanguage
– Eye accessing cues
 Sensory Modalities
• Visual
• Auditory
• Kinesthetic
– Touch
– Taste
– Smell
– Emotional responses (feelings)
 Preferred Sensory Modalities
• People Use All Their Available Senses
• Some Prefer Visual
• Some Prefer Auditory
• Some Prefer the Kinesthetic Cluster
– Senses of touch, taste, and smell
– Associated emotional responses
• Some Prefer “Digital” Processing
 Visuals
• Vocabulary

– I see what you mean.

– It looks good to me.
– Let’s stay focused on the problem.
– She has a bright future.
– He’s always in a fog.

• Physiology and Appearance

• Paralanguage
 Auditories
• Vocabulary
– I hear what you are saying.
– It sounds good to me.
– Does the name Pavlov ring a bell?
– That’s music to my ears.
– He’s always blowing his own horn.
• Physiology and Appearance
• Paralanguage
 Kinesthetics (Kinos)
• Vocabulary
– I can grasp the concept, and it feels right to me.
– It smells fishy to me.
– It left me with a bad taste in my mouth.
– She’s still rough around the edges.
– He’s a smooth operator.
• Physiology and Appearance
• Paralanguage
 Developing Rapport
• Nonverbal (what you see and do)
– Physiology
– Appearance
– Congruence
• Verbal (what you hear and say)
– Sense-based predicates
– Values, beliefs, and criteria
– Voice tone and rate of speech
 Reading Nonverbal Messages
• Sensory Acuity
• Agree and Disagree
• Posture and Movement
– Associated or dissociated
– Bodily response
 Exercises: Rapport
• Matching and Mirroring
– Observing others
– Practicing
• Calibration
– Like/dislike
– Yes/no
 Congruence
• Physiology
– Left/right body
– Left/right brain
• Nonverbal and Verbal Messages
• “Parts”
• Groups
 Strategies
• The Structure of Subjective Experience
– Four-tuples
– Syntax
• Learned Behavior
– TOTE (Test, Operate, Test, Exit)
– Habits
– Skills
 Common Strategies

• Spelling
– Auditory (spell “phonics” phonetically)
– Visual
• Making Decisions
• Communicating
– Listening and speaking
– Writing
 Decision-making Strategies
• Purchasing
– An inexpensive product
– Dinner in a nice restaurant
– An expensive product or service
• Relationships
• Career Choices
 Communication Strategy, 1 & 2
• Pace
– Match (nonverbally and verbally)
– Meet expectations
• Lead
– Set direction
– Maintain interest
– Maintain rapport
 Communication Strategy, 3 & 4
• Blend Outcomes
– Understand objectives and desires
– Create win-win solutions
• Motivate
– Clarify who does what next
– Future-pace possibilities
– Presuppose positive results
Exercise: Eliciting Strategies
• Ordering a Meal in a Restaurant
• Learning Something New
• Teaching Something for the First Time
 Personal Profiles
• Achiever
• Communicator
• Specialist
• Perfectionist
A C

P S
 Profile Characteristics
• Achiever
– Likes to set goals, challenge the environment and win.
– Sees life as a competition.
• Communicator
– Likes to achieve results by working with and through
people.
– Finds more enjoyment in the process than in the results.
• Specialist
– Likes to plan work and relationships.
– Finds enjoyment in knowing what to expect.
• Perfectionist
– Enjoys jobs requiring attention to detail.
– Complies with authority and tries to provide the “right”
answer.
 Changing Behavior
• Patterns and Pattern Interrupts
• Anchors and Anchoring
– Stimulus-response conditioning
– Visual, auditory, and kinesthetic anchors
• Advanced Language Patterns
– The Metamodel
– The Milton Model
 Exercise: Anchoring
• Setting Anchors
– Kinesthetic
– Visual
– Auditory
• Stacking Anchors
• Collapsing Anchors
• Using Sliding Anchors
The Structure of Subjective Experience

• Sorting for Time

– Past, present, and future
– Timelines
• Sorting for Like and Dislike
• Creating and Changing Meaning
 Belief Systems

• Cultural • Global (Identity)

• Parental • Cause-effect
• Group – If X, then Y
– If I study, then I will...
• Individual
• Rules
– Can/can’t
– Must/must not
– Should/should not
 Values

• A Type of Belief
• Hierarchical
• Either Positive or Negative
– Something desired
– Something to avoid
• Congruent or Incongruent
 Core Questions
• Remain Out of Conscious Awareness
• Focus Attention
• Influence Interpretation of Events
• Influence Psychological State
• Influence the Range of Possibilities
 Frames and Reframes
• The Filters That Determine Meaning
• Influence State and Behavior
• Creating and Changing Frames
– Anchoring
– Reframing Context
– Reframing Content
 The Milton Model
• Used to Change Another’s Mental Maps
• Used to Create New Possibilities
• Used to Influence