Motivators

Per our textbook on page 420, there are motivators to help in persuasive speeches. Maslow's hierarchy of needs ranks human needs and the motivation connected to it.

The pyramid shows the following levels:
1. Physiological or Basic needs
2. Safety needs
3. Belonging and love needs
4. Esteem needs
5. Self-Actualization needs

Let's link this with persuasive presentations. To reach your audience and persuade them you must find out where your audience is on the pyramid. For example, if you are going to persuade your audience to trust and believe in relationships, you have to make sure they already have a sense of security or safety before you jump into a request to believe what you are saying about trust is true. You must fulfill the lowest parts of the hierarchy of needs or know that those are already fulfilled before you can get their buy-in on any other level.

Frightened of Public Speaking

Most people have some level of anxiety when speaking in public. According to our book, there are three ways to explain how we create the build up our level of anxiety.

1. Skills Deficit: When we are not equipped to give a speech, we will become anxious. As the saying goes, practice makes perfect. Personally, the more I know about the topic of discussion and the more I have prepared for my time in the spotlight, the less scared I am to get up and speak. I have never really been much of a public speaker, however, when I am prepared and build up my skills to perform, I have often felt excited to provide the information I have learned, in hopes of exciting others.

2. Conditioned Anxiety: There are individuals who have been conditioned to be anxious anytime they attempt to communicate. We have all experienced someone hushing us. The more it happens early in life, the more we are conditioned to think of communication as a bad thing. If we are punished for trying to communicate, we'll feel anxiety build up when we become the focal point of public speaking and have to communicate to a large group or audience. We can reduce conditioned anxiety by the process of systematic desensitization. This is the use of muscle relaxation techniques to help calm your body.

3. Negative Cognitive Appraisal: This is the best explanation for why I have difficulty with public speaking. We create negative statements about ourselves and convince ourselves that we'll fail or mess up. Statements like "once I step up to the microphone, I'll forget everything I was going to say." To reduce these negative statements, we can work through cognitive restructuring process. The basic idea is to replace the negative with positive thoughts. You want to have positive statements in place to kick out the negative words when they fill your mind.

It is important to be aware of where your anxiety comes from and it is equally important to have a plan in place to build yourself up. Through practice, relaxing your mind and body, and replacing negative thoughts, you can create a path to successful public speaking.

Managing Participation Styles

Within groups, it's important to manage different problem styles. One style that I often see as a problem is verbose. The textbook defines verbose as "excessive talkativeness, anxious to show off; very wordy" (O'Hair, Friedrich and Dixon, 2011). I love that the facilitation advice is to ask them difficult questions. By doing that, it slows them down. They have to think about a response before they speak. It is also important to have other people in the group interpret what was said. These second and third level questions are great because it slows down the process for everyone. If someone is just getting fancy in an obsessive way, it's important to find out if they really know what they are talking about or not. This is also a great way to have everyone in the group contribute and also understand the material or information that is being discussed.


Resources:
O'Hair, D., Friedrich, G. W., & Dixon, L.D. (2011). Strategic Communication: in business
     and the professions. Boston: Pearson.

Interviewing Skills

I have been on both sides of the interviewing process. I have talked a lot about being the interviewee, but, I'd like to share my perspective of being an interviewer. I like how our textbook discussed on page 214, the importance of barriers. To effectively communicate in interviews, the textbook tells us to minimize these things:

• competing demands
• ego threats
• lack of courtesy
• trauma
• forgetfulness
• confusion
• jumping to conclusions
• distracting subconscious behaviors

As an interviewer, it is imperative to be a good listener. The barrier I want to focus on is jumping to conclusions. If you are quick to speak you don't allow the person being interviewed to complete their thought on a question or you've already decided if they are or are not right for the job, based on a single answer. If you get ahead of yourself, you become closed off and can miss out on a great candidate because you did not like the way they answered or their decision on a question being asked. The interviewer must listen more than speak. Allow the individual being interview the opportunity to express themselves throughout the entire interview process. I have been pleasantly surprised and changed my mind several times about someone I was interviewing, just because I decided to stay neutral until the end. I have also had the complete opposite happen and found an individual to be completely wrong for the job, but at the initial exchange I thought otherwise. Don't jump to a conclusion and it gives you the best chance to really see if the candidate is right for the position they are competing to get. 

Goal Setting (Ch 7)

Goal setting is a very important component to the work environment. It is key because there is an expectation that is set for the employee, by the leader or manager. It creates the idea that something must be accomplished and a date or timeline is provided to get the individual to work toward completing that task. For the last few years, I've had to create goals for myself. It was a way to keep me motivated. However, this is not ideal and it can be very difficult to stay motivated. This last month, I was finally asked to create a goal. The owner and myself sat together to agree upon a goal for the year. It is something attainable, with the right amount and focus, I believe I will get there. Prior to this goal being set, there was a lot of confusion about my purpose and role within the company. I have two major roles, one of which is a managerial position. In this case, I don't only need to have a goal for myself, but, I need to create goals for those I am leading. Having actual goals being set this month has made all the difference. It is motivating and exciting to think about creative ideas to get myself and my team to reach the goal that has been set for us.

Hearing Vs. Listening

The topic today is hearing versus listening. The textbook, Strategic Communication, states that hearing is something that we have done since before we were born. It's something we do involuntarily, similar to blinking. There are sound waves that are simulated and gets active in our brains. Whether we know or identify what the sounds are that we are hearing, we are simply just taking in these sounds. Listening, however, is a voluntary process. With listening, we are analyzing and comprehending information. It is not just a sense of hearing, but processing what someone is saying.

The textbook mentions that "listening requires concentration." There is effort that is involved. Much like taking part in anything in life where effort is required, this is where listening differs from hearing.

Resources:

O'Hair, D., Friedrich, G. W., & Dixon, L.D. (2011). Strategic Communication: in business
and the professions. Boston: Pearson.

Cultural Communication Conflict Triangle (Ch 3)

In Chapter 3, Diversity in Business and the Professions, I found the conflict triangle to be very interesting. These notes are taken from pages 86 and 87. 

There is a process of conflict and this triangle helps in understanding and analyzing the pieces. 

There are three intersections: your cultural perspective, organizational context, and discourse from conflict (see picture above). 

- Your Cultural Perspective: it's important to analyze your own culture. If you are cognizant of your own, it keeps you aware of how you think, so when you are introduced to other cultures, the perspective of how things should be and how things are can be better understood.

- Organizational Context: this is the communication between organizations and cultural differences. The textbook shares that this can be types of clothing, language, non-verbal communication, and so on.

- Discourse from Conflict: there is an ongoing analyses you must have between the perspectives of yourself and those you are communicating with. 

*There is a talk that emerges from conflict. This is where you must be aware of differences and determine if there is a cultural conflict that needs to be examined.  Then on an organizational level, you must how it's effecting you and the other people involved. Lastly, the discourse from conflict shows the cultural perspectives of each party and the site of the conflict. If conflict arises and you can remember to utilize this triangle to help identify key things that you can be aware of, you will be able to keep your own cultural identity, but be sensitive to the difference of someone else's. This will help everyone manage conflict in a positive way.

Resources:

O'Hair, D., Friedrich, G. W., & Dixon, L.D. (2011). Strategic Communication: in business 

     and the professions. Boston: Pearson.

Five Components of Communication Skills (Ch1)

In chapter 1 of our Strategic Communication textbook, we are learning about Communication in Organizations. There are five components of communication skills that the authors share. Below is a breakdown of the information compiled from page 3 and page 4 of the textbook.

1. CREATIVE INSIGHT: asking the right questions. Whether the questions you have are difficult or simple, the right questions must be asked to make sure the organization and those involved in completing tasks have the right information.
2. SENSITIVITY: best described as following the Golden Rule. When communicating, you must talk but also listen and evaluate others reactions to your words. If they have a look of understanding, then you are on the right track. However, if they look dismayed or confused, you'll need to be aware of their reactions and adjust your speech to communicate sensitively and effectively.
3. VISION: is usually determined by entrepreneurs and business owners. These leaders provide insight and motivation to inspire the team and build the direction the organization in going.
4. SHARED MEANING: important for engaging others. There must be a level of connection between you and your team. Are both parties listening and understanding where each member stands? Is there a mutual ideas and perspectives towards goals?
5. INTEGRITY: building trust and confidence. When you stand on your word and your people know you are being open with them and doing what you can to help lead the team towards the overall goals, then you've built trust. One of my favorite saying is "people don't care how much you know until they know how much you care."

These five components are necessary skills for business success. As long as people are a part of organizations and they have not been taken over by robots or machines, communication is imperative for not only growth, but the welfare of it's people and those they work for.

Resources:
O'Hair, D., Friedrich, G. W., & Dixon, L.D. (2011). Strategic Communication: in business 

     and the professions. Boston: Pearson.