"NOVA 's HOMEPAGE"

"NURSES ARE THE HEART BEAT OF THE WORLD"

Tuesday, December 12, 2006

"COMMUNICATION"


Communication is the evoking of shared or common meaning in another person.

Communication is the transmission of information, opinions, and intentions between and among individuals.


1. Model

The model has four basic elements :

a. The Communicator

The communicator is the person originating the massage.

b. The Receiver

The receiver is the person who receive the massage. The receiver must interpret and understand the massage.

c. Perceptual Screens

Perceptual screens are the windows through which we interact with people in the world. The communicator's and the receiver's perceptual screens influence the quality , accuracy, and clarity of the massage. The screen influence whether the massage sent and the massage received are the same or whether distortion occurs in the massage. Perceptual screens are composed of the personal factors each person brings to interpersonal communication, such as age, gender, values, beliefs, past experiences, cultural influences, and individual needs.

d. The Massage

The massage contains the thoughts and feeling that the communicator intends to evoke in the receiver. The massages has two primary components. The though or conceptual component of the massage is contained in the words, ideas, symbols, and concepts chosen to relay the massage. The feeling or emotional component of the massage (its affect) is contained in the intensity , force, demeanor, and sometimes the gestures of the communicator.

e. The Feedback Loop

The feedback loop may or may not be activated in the model. Feedback occurs when the receiver provides the communicator with a response to the massage.

f. The Language

The language of the massage is increasingly important because of the multinational nature of many organizations.

Communication Media

a. Face-to-face discussion
b. Telephone
c. Electronic mail
d. Individual letter
e. Personalized note or memo
f. Formal written report
g. Flyer or bulletin
h. Formal numeric report.


2. Reflecting Listening

Reflecting listening is the skill of carefully listening to another person and repeating back to the speaker the heard massage to correct any inaccuracies or misunderstandings. Reflecting listening enables the listener to understand the communicator's meaning, reduce perceptual distortions, and overcome interpersonal barriers that lead to communication failures. Reflecting listening ensures that the meanings of the sent and received massages are the same.


Reflective listening is a skill that you can practice and learn. Here are ten tips to help you become a better listener.

" Stop talking. You cannot listen if your mouth is moving.
" Put the speaker at ease. Break the ice to help the speaker relax. Smile
" Show the speaker you want to listen. Put away your work. Do not look at your watch. Maintain good eye contact.
" Remove distractions. Close your door. Do not answer the telephone
" Empathize with the speaker. Put yourself in the speaker's shoes.
" Be patient. Not everyone delivers massages at the same pace.
" Hold your temper. Do not fly off the handle.
" Go easy on criticism. Criticizing the speaker can stifle communication.
" Ask questions. Paraphrase and clarify the speaker's massage.
" Stop talking. By this stage, you are probably very tempted to start talking, but do not. Be sure the speaker has finished.

Four levels of verbal response by the receiver are part of active reflective listening :

a. Affirming Contact

The receiver affirms contact with the communicator by using simple statements such as " I see, "uh-huh, "Yes", I understand". The purpose of an affirmation response is to communicate attentiveness, not necessarily agreement.

b. Paraphrasing the Expressed

After an appropriate time, the receiver might paraphrase the expressed thoughts and feelings of the speaker. Paraphrasing is useful because it reflects back to the speaker the thoughts and feelings as the receiver heard them. This verbal response enables the receiver to build greater empathy, openness, and acceptance into the relationship while ensuring the accuracy of the communication process.

c. Clarifying the Implicit

Implicit thoughts and feelings are not clearly or fully expressed. The receiver may or may not assume that the implicit thoughts and feelings are within the awareness of the speaker.

d. Reflecting "Core" Feelings

1. Silence

Long, extended periods of silence may cause discomfort and be a sign or source of embarrassment, but silence can help both speaker and listener in reflective listening. From the speaker's perspective, silence may be useful in moments of thought or confusion about how to express difficult ideas or feelings.


2. Eye Contact

Eye contact is a nonverbal behavior that may help open up a relationship and improve communication between two people. The absence of any direct eye contact during an exchange tends to close communication.

3. One-Way versus Two-Way Communication

Reflecting listening encourages two-way communication. Two-way communication is an interactive form of communication in which there is an exchange of thoughts, feelings, or both and through which shared meaning often occurs. Problem solving and decision making are often examples of two-way communication.

One-way communication occurs when a person sends a massage to another person and no feedback, questions, or interaction follow. Giving instructions or giving directions are examples of one-way communication.


3. Five Keys To Effective Supervisory Communication

Interpersonal communication , especially between managers and employees, is a critical foundation for effective performance in organizations as well as health and well-being.

a. Expressive Speakers

Better supervisors express their thoughts, ideas, and feelings and speak up in meetings. They are comfortable expressing themselves. Supervisors who speak out let the people they work with know where they stand, what they believe, and how they feel.

b. Empathetic listeners

In addition to being expressive speakers, the better supervisors are willing, empathetic listeners. They use reflective listening skills; they are patient with, and responsive to, problems that employees, peers, and others bring to them about their work. They respond to and engage the concerns of other people. Empathetic listeners are able to hear the feelings and emotional dimensions of the massages people send them, as well as the content of the ideas and issues. Better supervisors are approachable and willing to listen to suggestions and complaints.
c. Persuasive Leaders (And Some Exceptions)

Better supervisors are persuasive leaders rather than directive, autocratic ones. All supervisors and managers must exercise power and influences in organizations if they are to ensure performance and achieve results. These better supervisors are distinguished by their use of persuasive communication when influencing others. Specifically, they encourage others to achieve results instead of telling others what to do.

The exceptions to this pattern of communications occur in emergency or high-risk situations, such as life-threatening traumas in medical emergency rooms or in oil rig firefighting. In these cases, the supervisor must be directive and assertives.

d. Sensitive to Feeling

Better supervisors are also sensitive to the feelings, self-image, and psychological defenses of their employees. Although the supervisor is capable of giving criticism and negative feedback to employees, he or she does it confidentially and constructively. Care is taken to avoid giving critical feedback or reprimanding employees in public. Those settings are reserved for the praise of employees accomplishments, honors, and achievements. In this manner, the better supervisors are sensitive to the self-esteem others.

e. Informative Managers

Finally, better supervisors keep those who work for them well informed and are skilled at appropriately and selectively disseminating information. This role involves receiving large volumes of information, through a wide range of written and verbal communication media, and the filtering through the information before distributing it appropriately.

4. Lines of Communication

Communication is described as a two-way process, yet in an organization, it is four-dimensional.
UPWARD
To Superior


HORIZONTAL OUTWARD
To Peer Members NURSES To Patient, Family, and Community
Of Health Team To Workers Family, and Friend's


DOWNWARD
To Subordinate

a. Downward Communication

The traditional line of communication is from superior to subordinate which may pass through various levels of management. Communication aims to impart what the personnel need to know, what they are to do and why they are to do these.

Downward communication includes policies, rules and regulations, memoranda, handbooks, interviews, job descriptions, and performance appraisal.

b. Upward Communication

Upward communication emanates from subordinates and goes upward. This is usually in the form of feedback to show the extent to which downward communication has been received, accepted, and implemented.

Upward communication does not flow as easily as downward communication. Subordinates may not have the ability to express their thoughts or may be too shy to express them. Supervisor and head nurse have a big role to play in ensuring the effectiveness of communication. Through tactful questioning or observation any misinterpretation can be detected to avoid difficulty in implementation.

c. Horizontal Communication

Horizontal communication or lateral communication flow between peers, personnel or departments on the same level. It is used most frequently in the form of endorsements, between shifts, nursing rounds, journal meetings and conferences, or referrals between departments or services.

Coordination of duties and cooperation among the various departments will be maximized if communication is open to ensure smooth work flow.

d. Outward Communication

Outward communication deals with information that flows from the caregivers to the patients, their families, relatives, visitors and the community.

The image of the organization to the public depends on the employee's understanding of its philosophy, vision, mission and objectives, and how these are communicated to the public. Clear explanation of policies, rules and regulations promote good public relations.

Outward communication also involves how employees value their work. This may be directly or indirectly communicated to their families. If they think highly of their jobs, their families become very supportive. It is common to hear, " My mom works in that hospital. That is our hospital."

Job satisfaction is related to open communication lines, positive communication between employees and their immediate supervisors, and personal feedback on job performance.

All personnel should have access to information when they need it most such as availability of supervisors, procedure manual, job descriptions, and work schedules. Such open access will enable them to do their jobs in the most effective and efficient manner. Communication should be clear and understandable.


BARRIERS TO COMMUNICATION

Barriers to communication are factors that block or significantly distort successful communication.

1. Physical Separation

The physical separation of people in the work environment poses a barrier to communication. Telephone and technology, such as electronic mail, often help bridge the physical gap. Although telephones and technology can be helpful, they are not as information rich as face-to-face communication.

Periodic face-to-face interaction help overcome physical separation problems, because the communication is much richer, largely because of nonverbal cues. The richer the communication, the less the potential for confusion or misunderstandings. Another way to overcome the barrier of physical separation is through regularly scheduled meetings for people who are organizationally interrelated.

2. Status Differences

Status differences related to power and the organizational hierarchy pose another barrier to communication among people at work, especially within manager-employee pairs. Because the employee is dependent on the manager as the primary link to the organization, the employee is more likely to distort upward communication than either horizontal or downward communication.

Make the supervisor more approachable and help reduce the risk of problems related to status differences. In addition, when employees feel secure, they are more likely to be straightforward in upward communication.

3. Gender Differences

Men and women have different conversational styles, which may pose a communication barrier between those of opposite sexes. For example, women prefer to converse face to face, whereas men are comfortable sitting side by side and concentrating on some focal point in front of them.
An important first step to overcoming the gender barrier to communication is developing an awareness of gender specific differences in conversational style. The differences can enrich organizational communication and empower professional relationships. A second step is to seek clarification of the person's meaning rather than freely interpreting meaning from one's own frame of reference.

4. Cultural Diversity

Cultural values and patterns of behavior can be vary confusing barriers to communication. Important international differences in work-related values exist between people in the United States, Germany and other nations. These value differences have implications for motivation, leadership, and teamwork in work organization. Habitual patterns of interaction within a culture often substitute for communication. Outsiders working in a culture foreign to them often find these habitual patterns confusing and a times bizarre. For example, the German culture places greater value on authority and hierarchical differences.

A first step to overcoming cultural diversity as a communication barrier is increasing awareness and sensitivity. In addition, companies can provide seminars for expatriate managers as part of their training for overseas assignments. A second step is developing or acquiring a guide, map, or beacon for understanding and interacting with members of other cultures.

5. Language

Language is a central element in communication. It may pose a barrier if its use obscures meaning and distorts intent. Although English is the international language of aviation.

Use simple, direct , declarative language. Speak in brief sentences and use terms or words you have heard from audience. As much as possible, speak in the language of the listener. Do not use jargon or technical language except with those who clearly understand it.


NONVERBAL COMMUNICATION

All elements of communication that do not involve words.

1. Proxemics

The study of an individual's perception and use of space, including territorial space, is called proxemics. Territorial space refers to bands of space extending outward from the body. These bands constitute comfort zones. In each comfort zone, different cultures prefer different types of interaction with others.
The first zone, intimate space, extends outward from the body to about 11/2 feet. In this zone, we interact with spouses, significant others, family members, and others with whom we have an intimate relationship. The next zone, the personal distance zone, extends from 11/2 feet outward to 4 feet. Friends typically interact within this distance. The third zone, the social distance zone, spans the distance from 4 feet to 12 feet. We prefer that business associates and acquaintances interact with us in this zone. The final zone is the public distance zone, extending 12 feet from the body outward. Most of us prefer that strangers stay at least 12 feet from us, and we become uncomfortable when they move closer.

2. Kinesics

Kinesics is the study of body movements, including posture. For example: nervousness may be exhibited through drumming fingers, pacing, or jingling coins in the pocket.

3. Facial and Eye Behavior

The face is a rich source of nonverbal communication. Facial expression and eye behavior are used to add cues for the receiver. The face often gives unintended clues to emotions the sender is trying to hide.

4. Paralanguage

Paralanguage consists of variations in speech, such as pitch, loudness, tempo, tone, duration, laughing and crying.

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--------------"Created By : Nova Langingi...2006"------------------