Goodall, Jr. H. L., & Goodall, Sandra. (2006).

Communicating in Professional Contexts: Skills, ethics,

and technologies. Thomson Wadsworth. Chapter 4: Listening in the Workplace, pp.98-120.

Prof As synthesis of Goodall, Jr. & Goodalls (2006) Chapter on Listening

Hearing Listener processes a signal from a speaker.

Informational
Listener identifies the signal as words. Moves from hearing to listening.
Listening
Listener deliberates on what is said, exploring the logic, reason and point
Critical Listening
of view of the speaker.
Self-Reflexive Listening Listener reflects on how what is said applies to his or her life.
Conscious Listening Listener becomes open to the speakers point of view.
Table 4.1 Listening continuum from mindless to mindful Listening (p.100)

BEST PRACTICES: OVERCOMING THREE BLOCKS TO HEARING

1. Noise (sound disrupting message delivery) can cause listeners to become frustrated, confused
and give up on the message altogether. Move to a quieter place or re-schedule meeting in a
different environment.
2. Physical diversions (physical elements, e.g. lighting & temperature, interfering with message
delivery). Make adjustments, as needed, including change of venue.
3. Technological diversions (technological elements interfering with message delivery). Dont take
calls, read your email or open snail mail when someone is talking to you. Give them your full
attention. Be honest if someone begins a conversation, when you know you will be distracted.
Say something like: This is not a good time for us to talk. Im really distracted, and wont be able
to give you my full attention. Lets schedule a time to talk about this.

BEST PRACTICES: OVERCOMING FIVE BLOCKS TO INFORMATIONAL LISTENING

1. Overcoming Non-Native Speaker-related Differences
1. Pick a member of the team as liaison for the Non-Native Speaker (NNS).
2. Encourage NNS to write down their input.
3. Clarify your understanding one sentence at a time. Expressing frustration will only heighten the
speakers anxiety, making it more difficult for you to understand each other.

2. Overcoming Cultural Differences

1. Mentally acknowledge nonverbal distractions to reduce their effect.
2. Concentrate on the speakers meaning.
3. Remember each of you has something to learn from the other.

3. Overcoming Gender-Related Differences

Men communicate to report. Women communicate for rapport. See Deborah Tannens (1990) book
You Just Dont Understand: Women and men in conversation. New York: Morrow.
1. Educate yourself on gender differences: how men and women tend to communicate and listen.
Be kind. Listen carefully.
2. Use summaries and questions to ensure you accurate understanding.
3. Dont assume that conversational cues such as hmmm and uh-huh signal agreement.

4. Surmounting Language Barriers

1. If youre in a meeting and cant check your understanding of a term or phrase, write it down.
After the meeting, clarify with a team member or the speaker.
2. If youre in a conversation and someone uses a phrase or term that you dont understand, ask
for clarification to prevent mistakes owing to misunderstanding something.
3. Keep jargon under control.

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 Goodall, Jr. H. L., & Goodall, Sandra. (2006). Communicating in Professional Contexts: Skills, ethics,
and technologies. Thomson Wadsworth. Chapter 4: Listening in the Workplace, pp.98-120.

5. Overcoming Communication History Barriers

Communication history is the cumulative record of communication events between conversational
participants.
1. Begin any conversation by setting up parameters (e.g. Im sorry I cant talk right now. Hunter
needs these figures for a meeting in 15 minutes.)
2. Dont avoid someone who has information you need because of your communication history.
Acknowledge it (e.g. I know we normally talk about ., but I would like to focus on. If you need
to talk about , we could schedule lunch later this week.) and ask for the information.
3. If communication history continues to block your ability to get information, find a new source for
the information or discuss the problem with your boss. Others may be facing the same issue.

BEST PRACTICES: LISTENING CONSCIOUSLY

1. Stop talking. You cant listen if youre talking.
2. Stop reacting. You cant listen consciously if youre focusing on what youre going to say next.
3. Listen for feelings. Its easier to empathise if you understand how someone feels.
4. Listen for cues about yourself. What is the speaker saying about you? Does it ring true? r
5. Listen for motivation. What motivates the speaker to feel/ react this way, take this position?
6. Listen for intention. What does the speaker really want to happen as a result of having spoken?
7. Listen for position. Is compromise possible or is the speaker unmovable?
8. Listen for benefits. How will this benefit you, your company or your client?
9. Recap calmly what was said, e.g. I heard you say that OR It seems that you want
10. Ask for confirmation, e.g. Do you feel I have a handle on the situation now that weve talked?
11. Suggest alternatives that work for both the individual and the whole.

THE IMPORTANCE OF LISTENING IN BUSINESS & PROFESSIONAL CONTEXTS

BEST PRACTICES: Listening in Meetings
1. Set a positive example. Sit up, be quiet, take notes. Dont whisper, squirm, talk its disruptive.
2. Dont judge. Listen for information. Downplay the presentation style.
3. Take good notes. Outline, using the CCCD components (see p.4 of this handout). Try to
determine the speakers purpose, thesis, preview, main points, support and conclusion.
4. If possible, review the material with the speaker or team members to check what you heard.
5. Follow up on any points that need clarification or action.

BEST PRACTICES: Listening in Conflict Situations

1. Relax and take a few deep breaths. Step back from the speaker to gain control over your
personal space. Physically stepping back can help us to step back mentally.
2. Dont become defensive when the speaker focuses on you rather than the situation. Keep your
thoughts and words focused on the situation, not the person. Remember, not everyone knows
how to listen consciously.
3. Acknowledge the conflict. If you know in advance that a conflict is brewing, begin the
conversation with I know we have different views. I would like to hear yours before we go any
further. Then, please listen to what I have to say.
4. Listen for areas of compromise. Most conflict resolution arises out of compromise, not
consensus.
5. Listen for signs of conflict escalation. If this happens, say I think were becoming overly
emotional. Perhaps, we should meet later to discuss this.
6. Recap what the speaker said. Show you were listening critically by recapping the speakers
motives, support, and appeals. Show you were listening self-reflexively by acknowledging your
role in the conflict, from the speakers perspective. Show you were listening consciously by
pointing out the area of compromise and alternatives for moving forward.

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 Goodall, Jr. H. L., & Goodall, Sandra. (2006). Communicating in Professional Contexts: Skills, ethics,
and technologies. Thomson Wadsworth. Chapter 4: Listening in the Workplace, pp.98-120.

LISTENING TO COMPLAINTS
LEGITIMATE COMPLAINTS
Legitimate complaints come from clients, customers or members of your organization, and address
specific issues or problems. To handle a legitimate complaint, follow these seven steps:
1. Listen carefully. Allow the person to have his or her say.
2. Remain neutral. The complaint is not an attack, but a request for acknowledgement.
3. Listen empathetically. Think about how the situation/problem has affected the person.
4. Repeat the persons statement of the problem to let the person know that you understand the
problem/situation from his or her perspective.
5. Ask what the person would like to have happen.
6. Explain your position.
7. Follow up in any reasonable way to ensure the persons satisfaction.

CHRONIC COMPLAINERS
Chronic complainers complain about everything: the company, their manager, their assignments,
their co-workers.
BEST PRACTICES: Dealing with Chronic Complainers
1. Acknowledge their complaints and feelings about the situation.
2. Explain that although you understand that the situation must be frustrating, you cant spend any
more time discussing it.
3. Offer positive actions the complainer can take to resolve the situation.
4. When confronted by the complainer again, explain that youre in the middle of a task, and now
is not a good time to discuss the problem. After you refuse to listen to the complaints a few
times, most complainers will get the message and either begin complaining to someone else or
take action.

Listening when asked for help

1. Let them speak. Dont interrupt or offer quick solutions.
2. Ask them what form of help they want, e.g. advice, a sounding board, a chance to vent, the
information needed to make an informed decision, assistance, analysis, a solution, your support.
3. Offer the help they ask for, if you feel comfortable giving it.
4. Keep the conversation to yourself. When people ask for your help, theyre doing so because they
trust you. Dont abuse their trust by telling others about their request, if it should be kept
private.
5. Offer support after the conversation is over. Follow up with their request, and see how they are
doing.

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 Goodall, Jr. H. L., & Goodall, Sandra. (2006). Communicating in Professional Contexts: Skills, ethics,
and technologies. Thomson Wadsworth. Chapter 4: Listening in the Workplace, pp.98-120.

The CCCD Process (Chapter 1, pp.15-18 and Chapter 3, p.63-92)

Step 1 1. Assess your Audience: their needs and expectations; how they will be
Choose a helped, and how they may be negatively affected if communicative
communication event doesnt go as planned
goal 2. Generate communication outcomes: WHAT do you want your audience
to know or do as a result of your presentation?
3. Establish criteria for measuring success: HOW will you know if you have
been successful in attaining your goal?
Step 2 1. Develop the thesis of your message
Create a strategic 2. Determine the organisation of the main points for the body of your talk
and ethical message 3. Support each of your main points
4. Create transitions for each of your main points.
5. Develop an effective introduction and conclusion
Step 3 Bringing together everyone required to successfully deliver the message.
Coordinate the Assemble as much information as you can about how your agenda fits
communication within the mission and goals of the organization.
event with others Communicate with the other members of the organization (teams,
departments, supervisors and managers) you need for input and
feedback
Respect the professional and personal boundaries of others.
Adapt your message, event accordingly.
Step 4 Practise, Practise, Practise for fluency (smooth, effortless articulation),
Deliver the message naturalness (easy, genuine manner of speaking), and vivacity (energy &
enthusiasm), as well as nonverbal competence:
Sustained eye-contact
Relaxed posture, gesture and movement (particularly during transitions)
Pitch, pacing, pausing & volume
Visual aids

Templates for Steps 1 and 2 of the CCCD process

STEP 1: CHOOSING A GOAL
Audience Needs & Expectations Desired Outcomes Evaluation Criteria
Client Persuade
Build business relationship
Customer Inform
Build brand loyalty
Colleague Inform
Persuade
Build team relationship

STEP 2: CREATING THE MESSAGE

Introduction
Purpose statement Main points Support, e.g. Transitions, e.g.
data & statistics, Preview-Detail
narratives, examples, Problem-Solution
testimony or Evaluation-Basis
authoritative sources Chronological
Conclusion

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