Communication effectiveness,

counselling, listening and feedback

In organizational communication the
efforts to exert influence occupies a
prominent place. It is through power
that influence is exerted

To understand the influence process we need to

consider the six types of power that exist in
organizations

Reward power and coercive power

are closely related. In reward power
one party can provide something the
latter wants, while coercive power is
based on the ability to control
punishment
Referent power is the kind of
influence some persons have
because others identify with them
and want to be like them

Legitimate power is the authority associated with an

organizational position such as president or chairman

Expert power is because of possessing

some special knowledge, unique skills or
experience
Information power refers to the ability to
share or withhold information and to
control its accuracy
Choosing the appropriate type of power to
employ can help to make an influence
attempt successful. Sometimes a
combination of power is more effective

Influence is a multidimensional process involving

the source, message, receiver, and setting

Persuasive tactics
1. Utilising numerous agreements: After so
many questions that lead to yes answer,
the receiver would be more likely to say
yes to the persuaders proposition
2. Winning friends: When it is possible to say
something nice about the receiver always
do so. Smiling, maintaining eye contact
and calling the receiver by name are also
important

3. Simulating indifference: Persuasion is often more

successful if the persuader does not seem to be too
anxious about the outcome

4. Using the Transfer effect: When physical

surroundings help the persuasive effort it is
called positive transfer; when they dont, it is
negative transfer
5. Using facts: Thorough knowledge and; use of
facts help the persuader to meet challenges in a
positive frame of mind
6. Addressing the receivers self-interest: the
successful persuader discovers what is the
receivers personal concerns and tailors the
communication to address those concerns

7. Pointing to the bandwagon: Showing the receiver

evidence that other people have already accepted it
8. Choice of either buying or buying: Whenever
possible offer the receiver to buy something or
something else instead of something or nothing
9. Welcome objections: The receiver who talks and
expresses objections is easier to persuade than one
who is silent
10. Engaging in horse trading: In horse trading, the
persuader does something to the receiver, who in
turn obliges the persuader
11. Being something of a pest: Always harping for
something irritates the receiver who obliges you to
get rid of you

Counselling, listening and

feedback
Frequent opportunities exist for counselling in
organizations. A manager who possesses
helping skill indulges in counselling an
employee
Listening is the crucial skill in counselling. By
client-centered listening, the helper shows his
concern in solving the problem of a worker
There are two major aspects of clientcentered listening-listening orientation and
reflective listening

Listening orientation
Successful helping depends on the
helpers attitudes and orientation as it
does on the techniques he/she uses
The basic attitude that is essential
according to Rogers (1942, 1951) is the
therapists hypothesis or the helpers
belief that the capacity for self-insight,
problem solving, and growth resides
primarily in the person receiving help

Empathy: it is the helpers desire and effort to understand

the recipient from his internal frame of reference; it is
known as stepping into the shoes of the recipient

The helper hears the recipient deeply, accurately,

and nonjudgmentally thus arousing a belief in the
receiver that the helper is willing to understand his
point of view
Acceptance: Having a deep concern for the other
persons welfare along with a respect for his/her
individuality and worth as a person
Congruence: It is openness, genuineness and
frankness on the part of the helper. Congruence is
a condition where experience matches awareness
and awareness matches communication

Concreteness: Focusing on the specifics rather than on

vague generalities. This touches a sympathetic cord in
the receiver

Reflection: The art of client-centered

listening
In reflection the listener tries to clarify and
restate what the other person is saying. It has a
three-fold advantage
1. It increases the listeners understanding of the
other person
2. It can help the other to clarify his/her thoughts
and feelings
3. It reassures the other that someone is willing to
attend to his/her point of view and wants to help

Reflective technique involves the

following:
More listening than talking
Responding to what is personal, rather than to what is
impersonal, distant, or abstract
Restating and clarifying what the other person has
said, not asking questions or telling what the listener
feels, believes or wants
Trying to understand the feelings contained in what
the other is saying, not just the facts or ideas
Working to develop the best possible sense of the
others frame of reference
Responding with acceptance and empathy, not with
indifference, cold objectivity, or fake overconcern

Some dangers to avoid in reflective listening

1. Stereotyped responses: Constantly repeating a phrase e.g.
You feel that or Youre telling me that must be avoided

2. Pretended understanding: Saying that you

understand the other when you really do not. It
is better to admit that you could not understand
and seek a clarification instead of saying that
you understood while you actually was
distracted
3. Overreaching and underreaching: Ascribing
meanings that go far beyond what the other
said such as by giving psychological explanation
is overreaching while repeatedly missing the
feelings that other conveys is underreaching

4. Long-windedness: Instead of giving very long and

complex responses, short and simple responses are
more useful

5. Inattention to nonverbal cues: Facing or

leaning away from the other, not maintaining
eye contact, looking tense, or presenting a
closed posture by crossing the arms must
be avoided by a listener
6. Violating the other persons expectations:
Giving client-centered responses when they
are clearly not appropriate. For example, if
one asks a simple question that must be
answered as such without an extra meaning
attributed to that

Feedback: Directive helping

The purpose of giving feedback is to provide
constructive information that helps another to
learn how others regard his/her behaviour and
its effects.
1. Give feedback immediately: The best feedback
is given as soon as possible instead of
reminding the other that he said such and such
three weeks ago
2. Be descriptive rather than evaluative: Facts
tend to be more acceptable to the other person
than do the helpers evaluation and judgements

3. Focus on behaviour not on personality: It is better

to describe visible, outward actions than to try to
interpret ones motives, attitudes etc.

4. Be specific rather than general: Clear, recent

examples are more useful than abstract
characterisations such as you are often bore
5. Avoid giving advice: Advising by speaking
why usually results in resistance in the other
6. Give feedback when the other person is ready
to accept it: Feedback must be in tune with the
situation. Overloading someone with feedback
reduces the chances of its acceptance

Receiving feedback
Receiving feedback also is an art. To receive
feedback a receiver must
1. Listen carefully: Whenever the helper is giving
feedback, the receiver must listen it carefully
2. Trying not to be defencive: Efficient receivers
listen the helper with an open mind without
defending their stand-point
3. Gathering additional information to verify the
feedback
4. Seeking feedback: More mature receivers seek
feedback for initiating a change in them