Professional Documents
Culture Documents
Damanjit Virk
Communication
What is communication?
What do you think communication is? How would you define it?
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What is communication?
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How When Where What Why
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2. Communication
Communication is defined as the interchange of thoughts or opinions through shared symbols; e.g. language, words, phrases, body language etc. Some synonyms of the word communication are: message, directive, word, contact, commerce, communion, intercommunication, intercourse, converse, exchange, interchange, conversing, discussing, talking, conversation, discussion, talk, advice, intelligence, news, tidings.
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3.Communication
The art & technique of using words effectively by participants to impart information or ideas or feelings through common language or means.
An active process which involves encoding, transmitting, and decoding the intended message.
It has 5 identifiable features Meaning based, conventional, appropriate, interactional and structured (macro and micro).
Good communicators.
Know what they want to say Establish and maintain relationships Understand others perspective Active listeners Understand and clarify messages
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Sender-Receiver Model
Sender:
initiates a thought/feeling Encodes it into words Transmits it
Receiver:
Decodes the message Assigns thought/feelings to a response Encodes a response Sends a message back
Sender
(encodes message)
Receiver
(decodes message)
Feedback
Noise
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receiver
sender
IDEA-Encoding SENDER Channel Channel for message RECEIVER DecodingEncoding of response (perceived meaning and interpretation)
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McGraw-Hill
How do we communicate?
Think of the many ways in which you communicate
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Written Word
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How we communicate
We communicate and build interpersonal relationships through:
Speech Writing Listening Non-verbal language Music, art, and crafts
Types of Communication
VERBAL
Dialogue
NON VERBAL
Body language Gestures Postures Facial expression
Monologue Discussion
Classification by numbers
Intrapersonal Interpersonal Group Mass
Meta Communication: Choice of words unintentionally communicates meaning. Eg:I have never seen you so smartly dressed Paralinguistic/ Paralanguage :Tone
Listening 45%
Methods of Communication
80% of working day involves communication
Taught/Addressed
Listening:
45% of Communication ---------------------25% Efficiency
Missed communication
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misunderstood, misinterpreted, rejected, disliked, distorted, or not heard (in the same language, same culture)!
Methods of Communication
80% of working day involves communication
Taught/Addressed
Listening:
45% of Communication ---------------------25% Efficiency
Scope includes Scope is unlimited Verbal & Non verbal; Interpersonal, Intrapersonal & Mass; Human Communication; Reading, writing, speaking and listening. and build interpersonal relationships . Music, art, and crafts
Sender
Receiver
Distortion
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McGraw-Hill
receiver
sender
IDEA-Encoding SENDER Channel Channel for message RECEIVER DecodingEncoding of response (perceived meaning and interpretation)
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Constructive Feedback
Focus your feedback on specific behaviors . Keep personality traits out of your feedback by focusing on what rather than who. Investigate whether the employee had control over the results before giving feedback about unsuccessful behaviors. Feedback should be given as soon as possible. Ensure privacy when giving feedback about negative behaviors.
McGraw-Hill 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Communication
Motivation
Communication styles
1. Declaration 2. Interrogation 3. Imperative Request, Command, Exclamation Choose Affirmative or Negative Specific well Defined, Clear, Explicit, Closed General, Vague, Ambiguous Syntax Humor, surprise, matter of fact, empathy Use power words Avoid problem words
that meet ones own needs while at the same time respecting the needs and rights of others
Several less effective styles people tend to use because they are indirect or not mindful of needs: Passive communication an individual does not let others know directly what he or she wants or needs. Aggressive communication a forceful approach that expresses dominance or anger. Passive-aggressive communication avoids giving direct responses but rather tries to get even with others.
McGraw-Hill 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Presentation Skills
Listening Skills
McGraw-Hill
Organisational Structure
Organisational Structure gives rise to directions and flow of Information
Two CHANNELS: Formal and Informal In downward flow effectiveness reduces to 20%
Downward Communication
Upward Communication- Participative Performance, market info .financials, grievance, appeals, reports, suggestions
Horizontal Communication
Functional managers of same level reporting to same person, have common goals, coordination mandatory
McGraw-Hill 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Formal Communication.
Advantages
Helps Maintain Authority and fix responsibility Better coordination, understanding and cooperation. Bias and preferences do not effect, no leakage of info. No overlap, reliable. Memos letters etc. facilitate smooth functioning, follow up and compliance. Maintains respect and Protocol of Org. structure
Disadvantages Time consuming No emotional or social bonds are established. Inhibits free flow of information and hi end may not know of vital info.
Written Instructions Memoranda Letters Handbooks Policy statements Procedures Electronic displays
Face-to-Face Communication
Electronic Communication
Written Communication
Informal Communication
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Impersonal static channels (fliers, bulletins, generalized reports) Best for routine, clear, simple messages
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Grapevine
Phenomenon, informal, spontaneous, happens every where people get together.-Flows down water coolers, hallways, lunch rooms. More prevalent when: Uncertain times or difficult periods. Inadequacy or lack confidence, formation of groups. Formation of coterie or favorite groups by managers, leading to insecurity or isolation. Exists as Chains: Straight(A>B>C By selection), Gossip (non office for everyone), Probability (random/indifferent selection of listener for interesting but insignificant matter) Cluster Chains (A to selected individuals and they to other
Grapevine
Merits
Speedy Transmission- planted under guise of confidential or top secret or between you and me. Feedback on policies and pulse of organization. Support other channels of comm. as a parallel. Psychological strength, satisfaction, solidarity of workers and maintains social entity of the organization
Demerits
Undependable, not creditable, can be contradictory. Incomplete and distortion of information. Premature leakage of information Can cast aspersions on motives, any kind of stories about responsible people. Can tarnish the image of the company.
Informal Communication
Also called the grapevine informal communication that takes place at the workplace.
can be about promotions and other personnel decisions can be about company events (new products, downsizing) must be managed so that negative rumors do not hurt morale
McGraw-Hill
FACTOID
The average employee receives about 190 communications a day by paper, voicemail, email, phone, etc.
from a Pitney-Bowes survey (90% time spent by high level, 65% by middle and 25% by supervisors)
TYPES OF COMMUNICATION
ORAL FACE-TO-FACE MEETINGS INTERVIEWS GRAPEWINE TELEPHONE (VOICEMAIL)
WRITTEN .. ELECTRONIC NON VERBAL
Oral Communication
3 Principles used are: accuracy, brevity, clarity
Speaking
Speaking requires. . .
concentration and energy sharp focus logical thinking clear phrasing crisp delivery
FACE-TO-FACE
Most people prefer to get information faceto-face, especially from their immediate supervisor
Opens two-way communication, Tool for persuasion and group communication. Allows for immediate response to questions, misinterpretations, feedback, evaluation etc. Takes advantage of voice and body language
Disadvantages
Face to face spoken communication, however, leaves no record of what has been said, hence not legal. Gets distorted while in chain of travel. Possibility of misunderstanding. Unsuitable for long messages. Unsuitable for spread pout groups. Difficulty to assign responsibility and accountability.
DO -- give people your undivided attention - listen, really listen, give full attention DO -- give people honest, direct and comprehensive information DO -- treat peoples ideas and concerns as critical and serious - EMPOWER THEM
Face-to-Face cont..
DONT -- tell people what, tell them why, how, and the larger picture DONT -- make the conversation oneway. Invite responses -- discuss and debate DONT -- answer the phone or take a call when someone is in your office
Face-to-Face
cont...
DONT -- wait too long to ask for (or to give) feedback, gather information immediately DONT -- hold back bad news. Treat people as intelligent adults, they want to hear the truth
STOP
S = Stop T = Think before u start talking think what u want to speak O = Organize Organize your thoughts P = Proceed Proceed to talk
Be confident, Be sincere and honest Consider the objective, think about interest of the receiver, use wit or pleasantries, give full facts, be descriptive not evaluative. Develop the conversation.
Learn to Listen and not hear, Take short pauses, Think before u talk, Be polite in tone, Avoid disagreement. Use wide range of vocabulary, Dont be repetitive, vague. Understand & respect your audience/the person Learn to read & understand non verbal language Keep it short, precise & simple, Summarize
Barriers
All communication methods are important in training but our emphasis will be upon the spoken word... since
70 % or all our communication efforts are: misunderstood, misinterpreted, rejected, disliked, distorted, or not heard (in the same language, same culture)!
Barriers to communication
What are barriers to communication that exist in any work setting?
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Sender
(encodes message)
Receiver
(decodes message)
Feedback
Noise
Semantics(expressions/transmis sion of meaning), Perceptions Language, Inflections. Cross cultural, Geographical Individual: Preconceived notions/expectations, Psycho- sociological, Personal Interests Interpersonal: Emotions, Relationship
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Physical: Media, Environment noise Technological Organisational Wordiness Attention span Physical hearing problem Speed of thought
Inarticulateness Hidden agendas Status Environment, Health Emotions Differences in backgrounds Poor timing Personality conflicts Assumptions Authority relationships Filtering
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Barriers to communication
Some common barriers to Interpersonal communication include: Unclear process: The receiver and sender may not share
the same language, slang, jargon, vocabulary, symbols
Large size of an organization, geographic distance: Large numbers of receivers require good message
sending methods
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Barriers to communication
Additional common barriers to interpersonal communication include: Coming from Superiors:
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Barriers in Communication
(that have to do with the COMMUNICATOR)
Unwillingness to say things differently Unwillingness to relate to others differently Unwillingness to learn new approaches Lack of Self-Confidence Lack of Enthusiasm Voice quality Prejudice
Barriers in Communication
(that have to do with the COMMUNICATOR)
Disagreement between verbal and non-verbal messages Negative Self Image Lack of Feedback Lack of Motivation and Training Language and Vocabulary Level Lack of Self Awareness
Barriers in Communication
(that have to do with the RECEIVER)
Selective Perception Unwillingness to Change Lack of Interest in the Topic/Subject Prejudice & Belief System Rebuttal Instincts Personal Value System Here-and-Now internal & external factors
Overcoming Barriers
Sender should be clear of Ws and Hs. Receiver should be attentive, listen actively, clarify, question and be empathetic Together they should listen , share and be alert to avoid the inevitable miscomm. They must foster relationships between seniors and subordinates. Purposeful, focused and precise, accurate, clarity Avoid Jargons and technical language Give right feedback, build proper channels of comm. Flat org. structure, division of labour, avoid overload Minimize Semantic barriers, not use jargons or unfamiliar expressions
If you are thinking about your reply before the other person has finished, then you are not listening!
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Nature gave us one tongue and two ears so we could hear twice as much as we speak.
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Listen actively
Prepare to listen by focusing on the speaker Select a mode: Careful, attentive, skimming Concentrate and match your thought with ROS Control and eliminate distractions so that you can focus on the message. Dont do anything else (writing, reading, email) but listen: anticipate, focus, review. Establish appropriate eye contact to show interest, interpret symbols and signs. Listen for sign posts. See listening as an opportunity to get information, share anothers views, and broaden your own knowledge
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Listen actively
Create a need to listen by thinking about what you can learn from the speaker Set aside the time to listen so that you wont feel rushed or become distracted by other responsibilities Dont prejudge the message based on who is delivering it. Focus instead on the content of the message. Dont evaluate. Monitor the way you listen by asking yourself questions such as Did I really pay attention or was I thinking about what I was going to say next? Was there information I missed because I allowed myself to become distracted?
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Note taking
Write informal outline format, main points and leave space for sub points. Note aids to be ready, match up with speaker Use underlining of main ideas, use symbols and short forms. Always record definitions, unfamiliar concepts and vocab. Ask questions to clarify concepts. Write only important points , not details, use telegraphic lang., abbreviations. Polishing: fill in missed points after the speech. Review notes understandable, make notes for reference work , in the margins; use highlights.
Barriers
Perceptual barriers: Frames of reference, experience and expectations, relationship with speaker, Selection for profits, reject criticism. Psychological, sociological. Speaker related- speed, clarity, P, p, p mannerisms, unfamiliar expressions. Listener related- Rejection, I Know it all, mental state, interest in appearance, purpose unclear. Misunderstanding NVC , or overuse. Environmental: chatting with next person, time, light, noise, discomfort etc. Faking attention, making it passive. Listening only for facts. Yielding easily to distractions. Rates of speaking and listening, thought.
4 Levels of Listening
The Non-Listener The Marginal Listener The Evaluative Listener The Active Listener: Listening for Retention
Personal Characteristics: sex, verbosity, intelligence, scholarly excellence, motivation, organisational structure and environment.
4 Types of Listening
Discriminative Evaluative Appreciative Empathetic Faulty listening: Pseudo listening, selective, self centered, insulated, defensive, fill-in, reconstructive based on prior experience.
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Listening Skills
Help create understanding between both parties Are an active rather than passive activity Use of nonverbal indicators, like eye contact, tone of voice, or touch Are an invaluable skill for managers
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Use your listening skills when dealing with an employee who has an issue that is emotional in nature. Try to understand the issue from the employees perspective. If it is necessary to give negative feedback, make sure that the behavior being criticized is one the employee is able to control.
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SUMMARIZING
Pulling together the main points of a speaker
QUESTIONING
Challenging participants to tackle & solve problems
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Paraphrasingtry it out!
Paraphrasing is simply restating what another person has said in your own words. The best way to paraphrase is to listen carefully to what the other person is saying. Paraphrase often so you develop the habit of doing so. Practice some of the following techniques on your colleagues.
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saying
Summarizingtry it out!
Summarizing pulls important ideas, facts or data together to establish a basis for further discussion and/or review progress. The person summarizing must listen carefully in order to organize the information systematically.
Try out these summarizing phrases: If I understand you correctly, your main concerns are These seem to be the key ideas you have expressed
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2. Open-ended questions invite an actual explanation for a response. Questions that begin with how, what and why are typical.
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1. Are you feeling tired now? 2. Isnt today a nice day? 3. Was the last activity useful? 4. Is there anything bothering you? 5. So everything is fine, then?
(Compare your answers with those in the notes below)
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Direct question
Which topics were listed on the meeting agenda?
Probing question
Can you tell me more about the first agenda topic?.
Hypothetical question
What would you have done, if you had not had the chance to present your idea at the meeting?
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General overview questions: used to initiate a discussion or set up a thoughtful exercise How would you respond to the situation?
Hypothetical questions: tests the responders problem-solving ability by posing a hypothetical situation If you had an unlimited budget, what would you fund?
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Ask yourself
Which of the skills covered in this module was most useful as you think about conducting a training event? Which was the easiest to employ? Which was the most difficult for you?
Write down three things you want to do to improve your communication skills and practice them prior to your next training event
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Reading skills
Careful Reading:50-350 words/min.for accuracy, analysis, problem solving, proof-reading. Stays in memory for long. Rapid:300-600, light content, no conceptual burden. Skimming: up to 1500 words/min, eyes go over the words, skipping the details. Grasp main ideas or review. Less time. Scanning: Fastest, upto 3000, specifically search for some info. Requires focus of attention.
Reading
Reading should enhance comprehension, speed should not compromise. Reading Efficiency= Speed x Comprehension Retention is independent of Reading. Depends on education, mental and physical capability, interest and practice Can be improved by... What is Executive reading? SQ3R Technique?
7 Cs of effective Communication
1. Courtesy and Consideration: Diplomacy, Tact and Appreciation go a long way in the business world. You Vs I attitude. Interest in receiver, emphasize his benefits, positives and pleasant facts. Be sincere, tactful, thoughtful, appreciative. Use expressions of respect and are non-discriminatory. Positives(Benefit, happy ,help, pleasure, thoughtful, loyal, generous etc.) Vs Negative words (problem, blame, unfair, fault, failed, neglect, reject, trouble etc.)
2.Clarity
Mind of Sender> Transmission> Receiver Simple, precise and familiar words. Limit sentence to average of 20 words. One idea per sentence. Main idea should occur early in word order.
3. Correctness
Level of knowledge, education and status of coder and decoder are important. Use right level of language, formal or informal, not substandard. Check accuracy of words, facts and figures. Maintain acceptable writing mechanics: grammar, punctuation and spelling etc.
4. Concreteness
Specific, definite, factual and vivid Vs vague and general. Used Denotative ( direct, explicit) Vs Connotative(ideas, notions). Use action verbs (will consider), active voice. Choose vivid image building(Spark Plug). Facts and figs.(50%) Help decipher and understand more correctly, the way it was intended.
5. Credibility
Long drawn out process, build over time, after constant interaction. Receiver has trust and security and feels his interests and safeguarded.
7. Conciseness
Saying it in the fewest possible words. Briefly. Eliminate wordy expressions: single word substitutes vs phrases, long conventional statements vs concise versions (American ) Include only relevant material, stick to purpose, avoid rambling, omit obvious info. Avoid long, unnecessary explanations, excessive adjectives. Highlight the important point tactfully and concisely. Avoid repetition: use pronouns, substitutes etc
4 Ss of communication
Shortness: brief Vs Verbose Simplicity: Concepts and terminology Strength: Credibility Sincerity: Deceit will sabotage future relationship prospects.
Nonverbal Communication
Silence is golden; Smile is a diamond Eye contact-Trust and goodwill One ounce of image = one pound of appearance Facial Expression Stern, busy, confused Body language Confident, nervous, aggressive Nonverbal communication, known as body language sends strong positive and negative signals.
COMMUNICATION
7% WORDS Words are only labels and the listeners put their own interpretation on speakers words 38% PARALINGUISTIC The way in which something is said - the accent, tone and voice modulation is important to the listener. 55% BODY LANGUAGE What a speaker looks like while delivering a message affects the listeners understanding most.
Nonverbal Communication
Body Language Friendly, confident ,lazy etc Attitude Sincerity,Success,self esteem Empathy Show interest, feel ,comfort Grooming Neat, proper, simple (no distraction) Smart, Attention to detail, color sense etc. Gestures Synchronous, fine tune, avoid irrelevant movements
Nonverbal Communication
Body Language Friendly, confident ,lazy etc Attitude Sincerity, Success, self esteem Empathy Show interest, feel ,comfort Grooming Neat, proper, simple (no distraction) Smart, Attention to detail, color sense etc. Gestures Synchronous, fine tune, avoid irrelevant movementsPositive Vs Negative.
(E)YE CONTACT
Hows your Lighthouse?
(O)RIENTATION
How do you position yourself?
(P)RESENTATION
(E)PRESSIONS OF EMOTION
Are you using facial expressions to express emotion?
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What message are you sending if you are dressed casually at an important meeting?
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Classification
Kinesics Proxemics Feature fixed, semi feature fixed, Personal space Zones. Chronemics Paralinguistic: way of use of voice/tone, VoicePitch, Volume, Pronunciation, Pause, Pace, Fluency, word stress.
Sign Language : Depictions, Maps, blue prints, pictures, traffic lights, rood signs, posters etc.
Information Sharing
Giving Information Getting Information
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SHARE an example
State the main point of your message Id like to talk to you about the new employee welcome program. Highlight other important points We need to discuss the new schedule, locations, and presenters. Assure the receivers understanding Do you need me to further clarify how we are making invitations? React to how the receiver responds I understand your concern about parking. Emphasize/summarize your main ideas To wrap-up, Ill develop the schedule and make the room reservations, if you can line up the guest speakers.
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FOCUS on information
a model
Focus the discussion on the specific information you need Open-end question to expand the discussion Close-end question to get specifics Use active listening skills to understand what you are hearing Summarize and close the discussion
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Giving feedback
Why is it necessary to give constructive feedback to others?
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Constructive feedback focuses on facts not people, solving problems instead of placing blame, and strengthening relationships instead of being right
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Test yourself
1. Communication is defined as the interchange of thoughts or opinions through shared symbols.
True___ False___
2. The four facets of interpersonal communication are sender, receiver, information, and behavior.
True___ False___
3. Unclear process; chain of command; large size of an organization or geographic distance; personal limitations; human nature; conflicting feelings, goals, opinions; and power are examples of barriers to communication.
True___ False___
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Test yourself
4. Describe the steps of the SHARE model for giving good information share, highlight, assure, react, emphasize: 5. Describe the steps of the FOCUS model for getting good information focus, open end, close end, use, summarize: 6. Describe the steps of the STATE model for giving constructive feedback state, tell, address, tender, express: 7. Describe the the six aspects of non-verbal communication (body language):
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2. The four facets of interpersonal communication are sender, receiver, information, and behavior.
True
3. Unclear process; chain of command; large size of an organization or geographic distance; personal limitations; human nature; conflicting feelings, goals, opinions; power are examples of barriers to communication.
True
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5. The steps of the FOCUS model for getting good information are:
Focus the discussion on the specific information you need Open-end question to expand the discussion Close-end question to get specifics Use active listening skills to understand what you are hearing Summarize and close the discussion
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