Primary Goals Information Confirm agreement Provide facts Provide viewpoints Nature of Communication | Goal Directed Secondary Goals Action Seek assistance Seek direction Seek agreementCommunication Characteristics Dynamic ° Not a fixed process . Continuous » No response is also communication - but never recommended . Circular + Dynamic feedback loop, senders become receivers . Irreversible * Cant change the impact ever . Non-repeatable * Same goal, different audience, different contextStrategy & Decision Making in Communications Speak, write, show, Primary and { perform. (one or secondary goals He many together) Channel or Form Form of coding Goal = Motivation & Which goal? Ability y Which channel? How to ? Process AudienceElaboration Likelihood Model Peoplowanttobergit, — « + Want tobe right => + Need to get all information + Need to process all information properly | People process information selectively < | + Noway! [fnenir=tOn le =sVel Centrally Peripherally . “ Non message related, colour of shoes 1 “Message dependent, cognitive, : am wearing, political orientation, speaker objective & rational” crediilly attractiveness °Managerial Communication Session 2What is Feedback? Feedback includes any information you get about yourself, in aboul ourselves from our experiences with other peopleWhat is Feedback? a Rolling eyes LN Performance review Movie Critic Q Steady renewalWhat is Feedback? Q) aa Rolling eyes Slip of the sweater Smile ‘& 5 Performance review Aching back Movie Critic O Steady renewalWhy Does it Rile Us? wyWhy Does it Rile Us? ww Heart of feedback = Rejection of Yourself 4Nobody Wants That or Do They? 7 a IN Drive to { \ Leam “J \ \ / Longing for ZSNobody Wants That or Do They? Drive to / Lear ‘ Longing for “ AcceptanceGiving Feedback Push vs PullFeedback is ridiculous Il is just plain wrong Indignant & Exasperaled Whatiappens When WelGetFeedback?,WhatHappens When WelGet Feedback? All about the person giving feedback RELATIONSHHIP If this person stupid? Who are they? What credibiliy do they have?Metin SE MEM WW Gaifeabeee ( toentiry Nol sure what to think about ourselves. Question what we stand Overwhelmed, Threatened, Ashamed, or Off BalanceWhat is Wrong with Us? [ the {eedback is genuinely off target or the person giving it has proven untrustworhy, or we el threatened and off balance, aren't these responses pretty reasonable? They are !Evaluation (Here's where you stand). Appreciation Coaching | (Thanks) (here's a better way to do it), \t ea 2Its wrong its unhelpful Its not me Managing Truth Triggers Data they have Impact you have Interpretation they develop Give me an example What did that mean to you? What are you woried about? What ddI do that got your way? How did that impact you?Managing Truth Triggers Do not pretend to learn Itis not about right or wrong Hence, First UnderstandManaging Relationship Triggers After all that I have done to you? hea enee You are the problem, not me Switch tracks to get your EGaieees Who are you to say? [Sk ‘ u relationship on table Systems between us- What Help me understand our feedback are each contributing to the Iwill talk about our relationship & ee) a then comment on the feedback ‘What is most upsetting to you & why?EEE Managing Relationship Triggers don't like how | am treated | don't trust your judgment Rarely the story of you or me. Often the story of you and me.Managing Identity Triggers i mess up all lento [am a bad person - am |? [am doomed How do | react? Ls How do | recover? What internal dialogue do Ihave? Can yougive me your perspective 7 Can | sort & filter for coaching oe rather than judgement? What could | do?Lets Contemplate Think about the last lime you received feedback from anyone about anything How did it trigger you? Reflect on the feedback and try to narrow down to the triggers described. How did you respond to the feedback? In hindsight could you have managed it betier? INOS RO GHENT SEMelel esas liner iE=n ve leh fH GWve\to manage the feedback better?