| Description |
1 online resource (290 pages) : illustrations. |
| Series |
The little big book series |
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Little big book series (Boca Raton, Fla.)
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| Bibliography |
Includes bibliographical references. |
| Summary |
Annotation 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. |
| Contents |
Good Talk, More Money; Introduction; Poor-Quality Communication; Miscommunication; Noncommunication; Misunderstanding; Withholding Information; Quality Communication; Communication and Language; Quality Relationships; Virtues, Integrity, |
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And Trust; Lifelong Learning; Summary; References; ; What 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 Culture; The Formal Loop and Its Shadow; Get Loopy with a Network of Communication Loops; Networks of Loops Loop in Different Directions; Random Communication; Downward Communication; Upward Communication; Lateral Communication; The Complexity of Formal Networks of Communication Loops; Shadow Loops; How to Use the Informal Communication; Network, |
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Also Known as the Shadow Loop; Summary; Reference; ; How Do You Talk to Your Boss?; Introduction; Nothing to Fear But Fear; The Downside of Fear; The Good Side of Fear; Facing Fear; Plan the Whole Process; Mission; Vision; Approach; The Meeting; Concluding the Meeting; Execute the Plan; Follow-up to the Meeting with Your Boss; Summary; ; How Do You Talk to Your Employees?; Introduction; Create 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. |
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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, |
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And to What Is Conspicuously Not Discussed; Listen to Learn; Create 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, |
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And a Tip of the Hat to Texting; Understand Your Employees; Personality Type of Each Employee; Variables Style Management; Five-Way Communication; Communication Channels; Body Language; Summary; References; ; How Do I Hear What My Teammates Are Really Saying?; Introduction; Rugged 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 You; Use the Feedback Loop; Listen to Your. |
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Teammate; Repeat Back; Listen to the Feedback; Repeat the Feedback Loop for a Second Time; Use the Feedback Loop with Verbal and Written Team Communication; Discuss Feelings and Body Language; Listening Filters; The Johari Window; Three Rules in Dealing with Emotions in a Team Setting; Use the Shadow Communication Loop to Further the Team Mission; Talking at the Water Cooler; Use the Shadow Loop to Further the Team's Progress; Hearing 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. |
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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 Destroy; Restoring a Relationship; Ennui: Settling for the Status Quo and Limbo; Mute Termination: Quit Job. |
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Or Fire Employee or Staff Member; Pretending to Fix the Relationship: Premature Reconciliation; Unplanned Renegotiation of a Relationship under Extreme Stress; Ending the Relationship; Summary; References; ; How Do I Hear What My Boss Is Really Saying? ; Introduction; Learn to See the Nonverbal Message If You Want to Really Hear Your Boss; If Your Boss Believes in You, |
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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; & amp. |
| Subject |
Communicative competence.
|
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Interpersonal communication.
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Communication.
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Communication interpersonnelle. |
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Information. |
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Communication |
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Communicative competence |
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Interpersonal communication |
| Added Author |
Lewis, Robert, 1949-
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| Other Form: |
Print version: Harrington, H.J. Closing the communication gap. Boca Raton : Productivity Press, 2014 9781466574885 (OCoLC)802325210 |
| ISBN |
9781466574892 (electronic bk.) |
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1466574895 (electronic bk.) |
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