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Closing the communication gap : an effective method for achieving desired results

Author: H J Harrington; Robert Lewis
Publisher: Boca Raton, FL : Productivity Press, ©2014.
Series: Little big book series (Boca Raton, Fla.)
Edition/Format:   eBook : Document : EnglishView all editions and formats
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Harrington, H.J.
Closing the communication gap.
Boca Raton : Productivity Press, 2014
(OCoLC)802325210
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: H J Harrington; Robert Lewis
ISBN: 9781466574892 1466574895
OCLC Number: 869224484
Description: 1 online resource (290 pages) : illustrations.
Contents: Good Talk, More MoneyIntroductionPoor-Quality Communication Miscommunication Noncommunication Misunderstanding Withholding InformationQuality CommunicationCommunication and LanguageQuality RelationshipsVirtues, Integrity, and TrustLifelong LearningSummaryReferencesWhat Happens When Two People Talk-At Work?The Basic Scoop on the Communication Loop Meet the Loop An Autopsy of the Loop The Loop Has Soul The Loop Has Issues The Loop Has CultureThe Formal Loop and Its Shadow Get Loopy with a Network of Communication LoopsNetworks of Loops Loop in Different Directions Random Communication Downward Communication Upward Communication Lateral CommunicationThe Complexity of Formal Networks of Communication LoopsShadow Loops How to Use the Informal Communication Network, Also Known as the Shadow LoopSummaryReferenceHow Do You Talk to Your Boss?IntroductionNothing to Fear But Fear The Downside of Fear The Good Side of Fear Facing FearPlan the Whole Process Mission Vision Approach The Meeting Concluding the Meeting Execute the Plan Follow-up to the Meeting with Your BossSummaryHow Do You Talk to Your Employees?IntroductionCreate an Environment of Openness and Trust by First Being a Listener Tell Them Why Do It with a Smile Adopt a New Philosophy about Organizations and Employees Adopt a New Philosophy about Management Listen with Your Eyes as Well as Your Ears Listen to the Person and Not Just the Employee Listen to the Behavior over a Period of Time Listen to Themes, to Metaphors, and to What Is Conspicuously Not Discussed Listen to LearnCreate an Environment of Openness and Trust by Becoming an Effective Communicator Talk to Your Employees One on One In a Group Write to Your Employees Newsletters Town Meetings Memos E-mails, Blogs, and a Tip of the Hat to TextingUnderstand Your Employees Personality Type of Each Employee Variables Style Management Five-Way Communication Communication Channels Body LanguageSummaryReferencesHow Do I Hear What My Teammates Are Really Saying?IntroductionRugged Individualism Dies with the Team What Makes a Standout Leader? The Team Takes Precedence over the Individual Maturity Is Imperative for Good Teamwork The Ancients Were Right Know Thyself Do Unto Others as You Would Have Them Do Unto YouUse the Feedback Loop Listen to Your Teammate Repeat Back Listen to the Feedback Repeat the Feedback Loop for a Second Time Use the Feedback Loop with Verbal and Written Team CommunicationDiscuss Feelings and Body Language Listening Filters The Johari Window Three Rules in Dealing with Emotions in a Team SettingUse the Shadow Communication Loop to Further the Team Mission Talking at the Water Cooler Use the Shadow Loop to Further the Team's ProgressHearing Is Nested in a Relationship with Four Stages Developing Role Clarity: Developing Expectations and Gathering Information Commitment to the Relationship of Boss/Member of Staff Stability and Productivity for a Period of Time Experiencing a Pinch in the Relationship Dealing with the Pinches in the Relationship Is Crucial Dealing with Them Immediately and Effectively Maintains Healthy Relationships Ignoring Pinches in Relationships Leads to Disruption and Conflict Problems to Solve Disagreement and Efforts to Save Face Contest Stage and Efforts to Win Fight/Flight Stage: Eliminate or Harm the Character of the Other Side Holy War: The Object Is to DestroyRestoring a Relationship Ennui: Settling for the Status Quo and Limbo Mute Termination: Quit Job or Fire Employee or Staff Member Pretending to Fix the Relationship: Premature Reconciliation Unplanned Renegotiation of a Relationship under Extreme Stress Ending the RelationshipSummaryReferencesHow Do I Hear What My Boss Is Really Saying?IntroductionLearn to See the Nonverbal Message If You Want to Really Hear Your BossIf Your Boss Believes in You, He or She Will Trust and Therefore Tell You More What the Boss Sees Determines What You Get Eye Contact (Oculesics) Posture and Movement (Kinesics) Dress and Appearance (Objectics) Gestures and Smile (Kinesics)What the Boss Feels Determines What You Get Voice and Vocal Variety (Vocalics) Words and Nonwords (Verbal Technique and Chronemics) Boss Involvement (Objectics) Humor (Verbal Technique Using Kinesics, Vocalics, Chronemics)What Is Neurolinguistic Programming?Your Boss Will Tell You More When You Tune in to His Favorite NLP Channel Check Out Your Boss's Predicates to Learn His or Her Channel Check Out Your Boss's Eye Movements to Learn His or Her NLP Channel You Can Have Empathy, Sympathy, and Harmony with Your BossCheck Your Boss's Gestures, Signals, and Other Telltale Actions Proxemics: Give Your Boss His or Her Space Kinesics: Your Boss's Body Movements Have Meaning Palm Hand to Face Folded Arms Crossed Legs Eye SignalsThe Boss's Arrangement of FurnitureSummaryReferencesWhat Do I Say to a Difficult Person or a Bully?IntroductionDo Not Avoid or Ignore Difficult People The Dictatorial Personality The Know-It-Alls The Passive-Aggressive Personality The Whiner The Downers The People Pleaser The NonparticipantDo Not "Pass the Buck"Use a Procedure to Handle Difficult PeopleUse Group Learning Tools to Handle Difficult PeopleUse Early Warning Skills and Prevention to Handle Difficult PeopleUse Techniques to Handle Difficult PeopleUse Fairness and Consistency to Handle Difficult PeopleUse the Company's Counseling and Mental Health Services to Handle Difficult PeopleUse Directness and Power to Handle Difficult PeopleSummaryReferencesHow Do I Talk to My Customers?IntroductionTreat All People with Respect Without Customers, You Are Out of BusinessListen to Your Customers Look Them in the Eye Use Friendly Body Language Give Feedback and Ask for Feedback Do Not Escalate an Angry SituationUse Personality Types to Determine Your Communication StrategySummaryReferencesHow Do I Communicate to a Corporation from the Outside?IntroductionUnderstand and Respect the Corporation's CultureUnderstand the Corporation's PersonalityUnderstand the Corporation's Formal Communication SystemUnderstand the Corporation's Shadow Communication SystemUnderstand the Corporation's Environment and Its Pressure/Stress PointsPlan a Communication StrategyImplement the PlanEvaluate and Improve the ProcedureSummaryReferencesHow Do I Communicate to a Corporation from the Inside?IntroductionIntroducing Systems Thinking and the Learning OrganizationUnderstand that a Corporation Is a SystemUnderstand that a System Has CharacteristicsUnderstand that an Individual Within a System Must Develop a System MindsetSystem Archetypes Have Been Identified that PeopleWho Communicate Within Systems Must UnderstandHow Do You Communicate Well in a System?SummaryReferencesHow Does a Corporation Use Social Media to Communicate?IntroductionThe Rapid Prominence of Social MediaThe Characteristics of Social MediaThe Tools of Social Media and Their UsesThe Steps to a Corporate Voice in the Social Media ArenaThe Use of Social Media with High-Performance TeamsSummaryReferencesSocial Communication in the WorkplaceIntroductionDecide to Become SocialBecome Objective about YourselfDiscover Your Reason for BeingKnow When to Shut UpUse Social Communication in a Group or Team SettingUse Social Communication in Public SpeakingWhat Happened to Sid?SummaryReferencesInterviewing GuidelinesIntroductionPlanning the Interview Interview Guide Preparation Selecting the People to Interview Scheduling the Interview Location of the Interview Inviting the Interviewees What Is in It for the Interviewee?Appearance in the InterviewRecording the InterviewThe InterviewInterview Follow-upGaining Rapport during the InterviewInterview Techniques for Gaining Highest-Quality Information Omissions Unspecified Nouns Unspecific Verbs Words Implying Necessity Universal Quantifiers Rules Nominalizations Cause and EffectAfter the InterviewSummaryReferenceIndex
Series Title: Little big book series (Boca Raton, Fla.)
Responsibility: H. James Harrington, Robert Lewis.

Abstract:

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Improved communication in business means higher profits. Improved communication in government means happier citizens. Improved communication in healthcare means quicker recoveries, fewer lawsuits, and happier nurses and patients. Closing the Communication Gap can help readers improve communication by closing the gap between what the communicator means and what the listener actually understands. It supplies a complete overview of the various elements and dimensions of effective communication needed to stop talking and start communicating. Defining and discussing both the formal and the informal communication systems within an organization, the book demonstrates the importance of good communication and details the four types of poor-quality communication. It explains how to create a climate of communication in your organization. It describes how this climate of communication encourages the development of quality relationships as well as what it takes to maintain this culture of communication. After reading this book, you will understand how to be a better listener, how to use social media in marketing, how to deal with difficult people, and helpful tips for public speaking. You will gain valuable insights on how to talk to your employees, how to talk to your boss, and the best ways to communicate with a corporation. This book can be read for personal growth or it can be used by a company to teach employees the importance of quality communication. Quality assurance departments will find this book useful in lowering errors and waste in the workplace. The book is also suitable as a communication textbook or supplemental text at the introductory university level. If a corporation were a person, communication would be the bloodstream.--Lee Iacocca, Former CEO, Chrysler Corporation.

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