Communication: The Handbook Book

Table of Contents

Part One: FOUNDATIONS OF COMMUNICATION

CHAPTER 1: ELEMENTS OF COMMUNICATION

1a Getting Started in Communication Studies

Why Do We Need Communication?

Defining Communication

1b Examining the Transactional Model of Communication

Elements of Communication

Applying the Transactional Model

Cultural Connections — Native American Indians

1c Identifying Communication Contexts

1d Understanding the Universals of Communication

You cannot not communicate.

All communication has a content and relational dimension.

Communication is a series of punctuated events.

Communication is irreversible and unrepeatable.

Communication is culture-specific.

1e Communicating Ethically

Eye on Ethics — Being Yourself

1f Communicating Competently

Components of Communication Competence

Enhancing Your Communicative Competence

Competence Summary

Review Questions

Discussion Questions

Key Terms

Module A: UNDERSTANDING COMMUNICATION APPREHENSION

HIGH COMMUNICATION APPREHENSION

LOW COMMUNICATION APPREHENSION

MODERATE COMMUNICATION APPREHENSION

Personal Report of Communication Apprehension (PRCA-24)

CHAPTER 2: PERCEPTION OF THE SELF AND OTHERS

2a Understanding Perception

2b Identifying the Stages of the Perception Process

Stage One: Stimulation

Stage Two: Organization

Cultural Connections — Perceptions of Time

Stage Three: Interpretation-Evaluation

2c Understanding Perceptual Biases

Halo Effect and Reverse Halo Effect

Eye on Ethics — Attractiveness Bias

Perceptual Accentuation

Primacy Effect and Recency Effect

2d Examining Influences on Perception

Self-Perception

Personal Experiences

Third-Party Influences

Physical Conditions

Psychological Conditions

Self-Fulfilling Prophecy

2e Engaging in Perception Checking

Competence Summary

Review Questions

Discussion Questions

Key Terms

CHAPTER 3: LISTENING

3a The Importance of Listening

3b Why Don’t We Listen?

3c Examining Listening versus Hearing

Listening Is Intermittent

Listening Is a Learned Skill

Listening Is Active

Listening Implies Using the Message Received

3d Understanding the Listening Process

Receive Stimuli

Select Stimuli

Understand the Message

Evaluate

Resolve

3e Identifying Barriers to Effective Listening

Pseudo-listening

Selective Listening

Stage-hogging/Interrupting

Sidetracking

Physical Distractions

Psychological Distractions

Factual Distractions

3f Promoting Better Listening

Desire to Listen

Focus on the Message

Understand the Speaker’s Point of View

Reinforce the Message

Provide Feedback

Withhold Judgment

Actively Listening

Cultural Connections — High and Low Context Cultures

Eye on Ethics — Right of Refusal

Competence Summary

Review Questions

Discussion Questions

Key Terms

CHAPTER 4: THE POWER OF LANGUAGE

4a Identifying the Functions of Language

Communicate Ideas

Send Messages About Users

Strengthen Social Bonds

Serve as Instrument of Play

Check Understanding

4b Exploring the Nature of Language

Language Is Symbolic

Language Is Subjective

Language Is Rule-governed

Cultural Connections — Connotative Meanings

4c Communicating Effectively

Use Language Correctly

Use Language Clearly

Use Language Ethically

Eye on Ethics - Doublespeak

4d Understanding the Power of Language

Powerless Language

Confirmation and Disconfirmation

4e Creating a Supportive Communication Climate

Competence Summary

Review Questions

Discussion Questions

Key Terms

CHAPTER 5: NONVERBAL COMMUNICATION

5a Understanding the Principles of Nonverbal Communication

Nonverbal communication is deliberate or unintentional.

Nonverbal signals are cultural.

Nonverbal messages are trusted more that verbal messages when the two conflict.

Nonverbal messages can be ambiguous.

5b Identifying Types of Nonverbal Communication

Paralanguage

Proxemics

Artifacts

Personal appearance

Eye on Ethics — Weight and the Hiring Process

Kinesics

Eye communication

Silence

Chronemics

Haptics

Olfactics

Cultural Connections — Presidential Nonverbal Faux Pas

5c Examining the Functions of Nonverbal Cues

Substitute

Reinforce

Regulate

Contradict

Indicate a Relationship

Deceive

Manage Identity

5d Putting Nonverbal Communication into Action

Expectancy

Valance

Ambiguous Behaviors

Competence Summary

Review Questions

Discussion Questions

Key Terms

Module B: THE ART OF SMALL TALK

THE IMPORTANCE OF SMALL TALK

INTRODUCTIONS

BEGINNING THE CONVERSATION

SUSTAINING THE CONVERSATION

CONCLUDING THE CONVERSATION

Part Two: Interpersonal Communication

CHAPTER 6: INTRODUCTION TO INTERPERSONAL COMMUNICATION

6a Defining Interpersonal Communication

6b Forming Interpersonal Relationships

Why Do We Need Relationships?

With Whom Do We Form Relationships?

6c Examining Relationship Development and Dissolution

Knapp’s Model of Relationship Development

Cultural Connections — Cultural Influences on Self-Disclosure

Conville’s Model of Relationship Development and Dissolution

6d Relational Dialectics

Autonomy-Connectedness

Predictability-Change

Openness-Closedness

6e Understanding the Dynamics of Self-Disclosure

Self-Disclosure in Interpersonal Relationships

Social Penetration Theory

Competent Self-Disclosure Through Self-Monitoring

Eye on Ethics — The Disappearing Act

Competence Summary

Review Questions

Discussion Questions

Key Terms

MODULE C: MANAGING INTERPERSONAL COMMUNICATION APPREHENSION

UNCERTAINTY REDUCTION THEORY

ADDITIONAL STRATEGIES FOR MANAGING INTERPERSONAL COMMUNICATION APPREHENSION

CHAPTER 7: RELATIONAL CONFLICT

7a Defining Conflict

Components of Conflict

Phases of Conflict

7b Exploring Positive and Negative Consequences of Conflict

Positive Consequences of Conflict

Negative Consequences of Conflict

7c Identifying Types of Conflict and Conflict Issues

Conflict Types

Conflict Issues

7d Examining Approaches to Conflict Management

Potential Conflict Outcomes

Five Traditional Approaches to Conflict Management

7e Managing Conflict

Conflict Management Styles

Aggressiveness Versus Argumentativeness

Unproductive Strategies for Managing Conflict

Cultural Connections — Fist Fighting as a Conflict Management Style

7f Examining Interpersonal Conflict: John Gottman versus John Gray

Gottman’s Four Horseman of the Apocalypse

John Gray’s Interpersonal Conflict Perspective

Eye on Ethics — Moral Conflict

Competence Summary

Review Questions

Discussion Questions

Key Terms

MODULE D: COMPUTER-MEDIATED COMMUNICATION

CMC AND THE TRANSACTIONAL MODEL OF COMMUNICATION

INTERPERSONAL COMMUNICATION AND CMC

MODULE E: GENDER AND COMMUNICATION

DISTINCTION BETWEEN SEX AND GENDER

GENDERLECT STYLES

DO MEN AND WOMEN REALLY COMMUNICATE DIFFERENTLY?

Part Three: Group Communication

CHAPTER 8: Introduction to Groups and Decision Making

8a Introduction to Group Communication

Defining Group Communication

Why Do We Need to Learn About Groups?

8b Identifying Types of Groups

Primary Groups

Secondary Groups

8c Understanding Group Culture

Establishing a Group

Setting Group Goals

Establishing Group Norms

Building Cohesiveness

Cultural Connections — Karaoke Builds Cohesiveness

Positive and Negative Effects of Group Conflict

8d Distinguishing Between Problem Solving and Decision Making

8e Effective Group Problem Solving

Understanding The Process of Problem Solving

Dewey’s Problem Solving Model

8f Effective Group Decision Making

Identifying Stages of Group Decision Making

Exploring Decision Making Methods

Eye on Ethics — Trust in the Workplace

Competence Summary

Review Questions

Discussion Questions

MODULE F: MANAGING GROUP COMMUNICATION APPREHENSION

EFFECTS OF GROUP MEMBER COMMUNICATION APPREHENSION ON GROUPS

INFLUENCE OF LEADERSHIP ON GROUP MEMBER COMMUNICATION APPREHENSION

MANAGING GROUP COMMUNICATION APPREHENSION

CHAPTER 9: Working Effectively in Groups

9a Being an Effective Group Member

Task Functions

Maintenance Functions

Self-centered Functions

The Responsibilities of Group Members

9b Being an Effective Group Leader

Approaches to Leadership

The Responsibilities of Group Leaders

Eye on Ethics — Leader and Member Responses When Groups Fail

9c Effectively Using Group Meeting Times

Reasons for Unproductive Meetings

Creating an Environment for a Productive Meeting

Concluding the Meeting

9d Power and Group Communication

Cultural Connections — Power Distance and Organizational Participation

Competence Summary

Review Questions

Discussion Questions

Key Terms

Part Four: Public Speaking

CHAPTER 10: Understanding THE SPEECH PROCESS, ANALYZING YOUR AUDIENCE, AND GENERATING YOUR TOPIC

10a Overview of the Speaking Process

10b Analyzing Your Audience

Analyze the Specific Speaking Situation

Understand the Diversity of Your Audience

Conduct and Audience Analysis

Apply the Results to Your Speech

10c Choosing and Narrowing Your Speech Topic

Generate a List of Ideas for Possible Topics

Select Your Topic

Focus Your Topic

Determine Your General Purpose

Formulate Your Specific Purpose

Word Your Thesis Statement

Eye on Ethics — Sensitive Speech Topics

Cultural Connections — Adapting Your Message To Different Learning Styles

Competence Summary

Review Questions

Discussion Questions

Key Terms

Module G: MANAGING SPEAKER APPREHENSION

CONTROL YOUR NERVOUSNESS

FOCUS ON YOUR SPEECH, NOT YOURSELF

KNOW YOUR SPEECH

VIEW SPEECH MAKING POSITIVELY

PRACTICE YOUR DELIVERY

REVIEW YOUR PERFORMANCE

CHAPTER 11: RESEARCHING YOUR SPEECH TOPIC AND SUPPORTING YOUR SPEECH

11a Researching Your Topic and Supporting Your Speech

Assess Your Personal Knowledge

Develop Your Research Plan

Collect Your Information

Record Your Information

Conclude Your Search

Cultural Connections — Restricted Access to Information on the Internet

11b Supporting Your Speech

Consider the Purposes of Your Supporting Materials

Consider the Types of Material Available for Your Topic

Evaluate the Validity and Strength of Your Support

Eye on Ethics — The Privacy of Public Information

Competence Summary

Review Questions

Discussion Questions

Key Terms

References

Module H: INTERVIEWING

ADVANTAGES OF INTERVIEWS

PREPARING FOR THE INTERVIEW

CONDUCTING THE INTERVIEW

FOLLOWING UP ON THE INTERVIEW

CHAPTER 12: ORGANIZING AND OUTLINING YOUR SPEECH

12a Organizing the Body of Your Speech

Topical Division

Chronological Division

Spatial Division

Causal Division

Pro-Con Division

Problem-Solution Division

12b Developing Your Key Ideas

Signposting the Idea

Stating the Idea

Supporting the Idea

Summarizing the Idea

Cultural Connections — Supporting Materials

12c Connecting Your Key Ideas with Transitions

Complementary Transition

Causal Transition

Contrasting Transition

Chronological Transition

12d Organizing the Introduction of Your Speech

Get the Attention of Your Audience

State Your Topic

Establish the Importance of Your Topic

Establish Your Credibility to Speak on Your Topic

Preview Your Key Ideas

Put It All Together

12e Organizing the Conclusion of Your Speech

Summarize Your Key Ideas

Activate Audience Response

Provide Closure

Put It All Together

12f Outlining Your Speech

Principles of Outlining

Stages of Outlining

Eye on Ethics — Chronemics and Public Speaking

Competence Summary

Review Questions

Discussion Questions

Key Terms

References

CHAPTER 13: DELIVERING YOUR SPEECH AND USING PRESENTATIONAL AIDS

13a Exploring the Basics of Delivery

Methods of Delivery

Qualities of Effective Delivery

13b Examining Elements of Vocal Delivery

Rate and Pause

Volume

Pitch and Inflection

Voice Quality

Articulation and Pronunciation

13c Understanding the Elements of Physical Delivery

Appearance

Posture

Eye Contact and Facial Expression

Movement

Gestures

Cultural Connections — Delivery Styles

13d Using Presentational Aids Effectively

Plan Your Aids for Your Purpose and Audience

Create Effective Presentational Aids

Speak Effectively Using Your Presentational Aids

Eye on Ethics — Using Graphic Photographs and/or Visual Images

Competence Summary

Review Questions

Discussion Questions

References

CHAPTER 14: INFORMATIVE SPEECHES

14a Speaking to Inform

14b Classifying Informative Speech Topics

Speeches about People

Speeches about Objects

Speeches about Places

Speeches about Activities and Events

Speeches about Processes

Speeches about Concepts

Speeches about Conditions

Speeches about Issues

14c Guidelines for Speaking to Inform

Stress Your Informative Purpose

Be Objective

Be Specific

Be Clear

Be Accurate

Limit Your Ideas and Supporting Materials

Be Relevant

Use Appropriate Organization

Use Appropriate Forms of Support

Use Effective Delivery

Eye on Ethics — Managing Bias in an Informative Speech

14d Citing Your Sources

Cultural Connections — Credibility

14e Outlining Your Informative Speech

Competence Summary

Review Questions

Discussion Questions

References

CHAPTER 15: PERSUASIVE SPEECHES

15a Understanding the Importance of Persuasion

As a Speaker

As a Listener

15b Identifying Types of Persuasive Speeches

Speeches to Convince

Speeches to Actuate

Speeches to Inspire

15c Examining Persuasive Speaking Strategies

Establish Your Credibility

Eye on Ethics — Biased Sources: To Use or Not To Use

Focus Your Goals

Connect With Your Listeners

Organize Your Arguments

Support Your Ideas

Enhance Your Emotional Appeals

15d Using Monroe’s Motivated Sequence

Attention

Need

Satisfaction

Visualization

Action

15e Constructing a Persuasive Argument

Argument by Example

Argument by Analogy

Argument by Cause

Argument by Deduction

Argument by Authority

15f Evaluating a Persuasive Speech

Cultural Connections

Competence Summary

Review Questions

Discussion Questions

References

Module I: SPEAKING AS A GROUP

PREPARING A GROUP PRESENTATION

DELIVERING A GROUP PRESENTATION

Module J: SPEAKING ON SPECIAL OCCASIONS

SPEECH OF INTRODUCTION

SPEECH OF PRESENTATION

ACCEPTANCE SPEECH

SPEECH OF TRIBUTE

SPEECH TO ENTERTAIN

IMPROMPTU SPEECH