|
Interpersonal communications greatly depend upon the quality of
relationships the sender can establish between himself and
associates, superiors, and subordinates. There are a number of
specific ways by which these relationships can be strengthened
and communications improved:
-
Get others interested in your
ideas by being warm and friendly, by giving your full
attention to the person to whom you’re talking, by coming to
your main point directly rather than beating around the bush,
and by being tuned to your listener’s mood.
-
Relate your ideas or
instructions to the interests of others by soliciting their
ideas first, by encouraging suggestions for overcoming
obstacles and for implementing action, by showing the benefits
that will result to them.
-
Use concrete illustrations and
examples. Explain how someone else handled a similar
situation. Show an employee a defective part so that he will
know what to reject when he sees one. Hold the discussion at
the work place so that you can relate it to the actual work in
progress.
-
When confronted by resistance or
indifference, say what is on your mind. Don’t imply that
you’ll drop the matter. Ask the other person to be specific
about objections. Give him a chance to think it over, to get
used to the idea or change.
-
Don’t be afraid to repeat
yourself. New or unattractive ideas have to penetrate many
layers of psychological defense. Use different terms and
approaches, however, rather than sounding too much like a
stuck record needle.
-
Welcome arguments if they
represent genuine feedback. Resistance or confusion that is
brought into the open can be dealt with. An employee who
appears to agree may be afraid to reveal his lack of
understanding, or to voice an objection. When others speak up,
they provide feedback that helps the sender to clarify a
communication and make it more acceptable to the receiver.
-
Watch you tone of voice. The
great semanticist, S.I. Hayakawa, observed that is wasn’t so
much words that made communications difficult: It is we,
he said. Sincerity of purpose and an implied respect for the
other person and his point of view go a long way toward
narrowing the communications gap.
|
