BUSINESS RELATIONSHIPS

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Chapter 6 • Listening and Reading Nonverbal Messages

knowledge of the speaker and flexibility on your part. You need to suspend your own thoughts and feelings and adjust what you see and feel to your speaker’s world. In that way, you increase the likelihood that you will interpret the message being spoken in the way the speaker intended. Active listeners demonstrate acceptance. They listen objectively without judging content. This is no easy task. It is natural to be distracted by the content of what a speaker says, especially when we disagree with it. When we hear something we disagree with, we begin formulating our mental arguments to counter what is being said. In doing so, we miss the rest of the message. The challenge for the active listener is to absorb what is being said and to withhold judgment on content until the speaker is finished. The final ingredient of active listening is taking responsibility for completeness. That is, the listener does whatever is necessary to get the full, intended meaning from the speaker’s communication. Two widely used active listening techniques to achieve this end are listening for feelings as well as for content and asking questions to ensure understanding. Active listeners listen with their ears, their eyes, and their minds. They take in the objective information by listening to the literal words that are spoken. But every spoken message contains more than words. Speakers also communicate subjective information—their feelings and emotions— through other vocal sounds and nonverbal signals. These include verbal intonations such as loudness, emphasis, hesitations, voice inflections, and the rate of speaking. Nonverbal signals include the speaker’s eye movements, facial expressions, body posture, and hand gestures. By listening for feelings and emotions as well as for literal words, you can grasp the total meaning behind the speaker’s message. Yet, no matter how good you become at listening for total meaning, the potential for misunderstanding still remains. That’s why the active listener verifies completeness by asking questions. The use of questions can uncover distortions and clarify misunderstandings. Again, notice that questioning is consistent with taking a positive and responsible role in the communication process. The success of a verbal communication does not rest solely with the speaker. By seeking clarification, active listeners ensure that they are receiving and understanding the message as the speaker intended.

WHAT WE KNOW ABOUT EFFECTIVE LISTENING The active listening model forms the foundation for making you an effective listener. In this section, we summarize 14 specific characteristics or techniques used by effective listeners. Some of these characteristics are explicit behaviors that can be observed directly. For instance, asking questions is a directly observable behavior. Others, such as listening without judging content, are cognitive processes that can only be evaluated indirectly. As we review these 14 characteristics, ask yourself whether each represents an observable behavior. For those that don’t, try to determine what you might look for that could tell you indirectly if someone is using the technique. 1. Be motivated. If a listener is unwilling to exert the effort to hear and understand, no amount of additional advice is going to improve listening effectiveness. As we previously noted, active listening is hard work. Your first step toward becoming an effective listener is a willingness to make the effort. 2. Make eye contact. How do you feel when somebody doesn’t look at you when you’re speaking? If you’re like most people, you’re likely to interpret this as aloofness or disinterest. It’s ironic that while “you listen with your ears, people judge whether you are listening by

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Index

15min
pages 402-411

Appendix: Exercise Guidelines and Materials

14min
pages 396-401

Principles for Ethical Decision Making

2min
page 318

Action Plan Implementation

2min
page 335

Ethical Screening

2min
page 317

When Might Resistance to Change Be Helpful?

27min
pages 267-281

Applying Ethical Guideposts to Decisions

2min
page 316

Strategies to Overcome the Resistance to Change

2min
page 266

Stages of Team Development

15min
pages 289-299

Skills for Promoting Change

4min
pages 263-264

Applying Persuasive Skills in Formal Presentations

14min
pages 235-244

Improving Your Persuasive Skills

5min
pages 233-234

Persuasion Tactics

2min
page 232

Persuasion Strategies

2min
page 231

Considering the Cost–Benefit Equation

33min
pages 214-228

General Guidelines for Political Action

5min
pages 211-212

Specific Political Strategies

3min
page 213

Political Diagnostic Analysis

9min
pages 208-210

Delegation Skills

20min
pages 195-205

Coaching to Improve Performance

2min
page 179

Obtaining Goal Commitment

20min
pages 165-175

How to Set Goals

3min
page 164

Image Communication

15min
pages 121-130

What We Know about Providing Feedback

22min
pages 133-144

What We Know About Effective Listening

6min
pages 116-117

What Skills Are Required to Send Messages Effectively?

25min
pages 102-113

What Can You Do To Apply EI?

27min
pages 87-99

What Research Tells Us about EI

2min
page 86

Self-Awareness Questionnaires (SAQ

42min
pages 42-62

How to Increase Your Self-Awareness

11min
pages 38-41

Planning for Implementation

14min
pages 75-82

Guidelines for Participating in Chapter Exercises

2min
page 33

Summarizing Your Self-Awareness Profile

13min
pages 63-70

Chapter 1 Skills: An Introduction

1min
page 26

Defining the Key Interpersonal Skills

2min
page 29

How Do You Teach Skills?

4min
pages 31-32
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