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Communications

Communications. Engineering Management Communications Tools I. The communications highway Listening structure Conversations for possibilities and conversations for results. Actions Appearance Sounds Words Authority Reputation Attitude. Fears Inertia Experience Prejudice Emotions

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Communications

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  1. Communications

  2. Engineering ManagementCommunications Tools I • The communications highway • Listening structure • Conversations for possibilities and conversations for results

  3. Actions Appearance Sounds Words Authority Reputation Attitude Fears Inertia Experience Prejudice Emotions Needs Desires Interest Knowledge Motivation Message Sender Language Receiver The Communications Highway Noise Light Distractions Temperature Movement Distance M E M O R Y Eyes Ears Taste Touch Smell Voice Body Message Environmental barriers

  4. Listening Structure • Listening structure can be understood as the set of unique personal filters which influence the way we interpret communications • A person’s listening structure conditions all the communications they receive • A conscious awareness of your own listening structure and that of others is central to effective communication • Knowledge of your own listening structure and appropriate sharing of its attributes with close associates can beneficially influence the effectiveness of communications • An awareness of listening structure is fundamental to effective conversation design

  5. Listening Structure (continued) Components of listening structure: • Commitment what we have dedicated our life to • Mood A generalized emotion resulting from a judgement we make - always to protect our self esteem. It has behavior associated with it that is consistent with the judgment. It opens or closes us to possibilities. • Concerns our immediate worries or breakdowns • Possibilities how we see our future opening • Personal/cultural history

  6. Conversations for Possibilities andConversations for Results Conversations for Possibilities • need to be clear on a general direction of the conversation • are innovative without a pressure for agreement or outcome • involve exchange of information, views, feelings, beliefs • need to have a clear ending, either by closing, committing to continue later, or by moving consciously to a conversation for results Conversations for Results • the objective is to achieve an outcome and a promise or commitment from one or more of the parties

  7. Engineering ManagementCommunications Tools II • Promise/request elements • Conversation for results components • Conversation design • Breakdown anatomy

  8. Promise/Request Elements • Speaker • Hearer • Criteria for fulfillment • Performance • Object/condition not present • Shared background • Time • Competence • Sincerity

  9. Rescind (Request) Withdraw (Request) Components of Conversation for Results Request Question Negotiate Accept Refuse Promise to respond Fulfillment Acknowledgment

  10. Conversation Design Preparation 1. Clarify purpose 2. What way of being/mood is consistent with purpose? 3. What else is tugging at you? Put aside ‘right now’ concerns 4. What are potential breakdowns in this conversation? 5. What concerns is the other person likely to have? During Conversation 1. Listen for their mood/openness - all the way through 2. Introduce purpose 3. Stay on track - no excuses, explanations, justifications Summary 1. Say explicitly what outcome was - get agreement about it 2. Review what actions each participant will take/say who’s accountable 3. Plan follow-up 4. Thank/acknowledge

  11. Psychological Assessment Network of support Tools Moment of breakdown Time Anatomy of a Breakdown Elements of a breakdown • Previous commitment • Psychological assessment • Network of support • Tools • New possibility Questions to ask yourself in breakdown • What’s missing? • What can be done now? Request New possibility Previous commitment

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