Chapter 2 An Interpersonal Communication Process

Chapter Summary

Two Parties in the Interview Interchanging Roles During Interviews Perceptions of Interviewer and Interviewee Communication Interactions Feedback The Interview Situation Outside Forces Summary
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Two Parties in the Interview

The Two Parties in the Interview

Each party consists of unique and complex individuals. Although each party consists of unique individuals, both must act together if the interview is to be successful.

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Two Parties in the Interview

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Two Parties in the Interview

Both must collaborate Two parties do something with, not to one another Each has a stake in the outcome A relationship may be intimate, casual, distant, formal or functional A situation may later a relationship

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Relational Dimensions
Similarity

Relationships are fostered when both parties share cultural norms & values, education, experiences, personality traits, beliefs & expectations Awareness of such similarities enables interview parties to understand one another & establish common ground Perception of a similar trait between both parties
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Relational Dimensions
Inclusion Effective relationships develop when interviewer & interviewee become interdependent Behaviors of both parties are joint actions Both desire to take part and be active

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Relational Dimensions
Liking Both parties like & respect one another Occurs when there is a we instead of meyou feeling & you communicate in a way the other party finds pleasant, productive & fair Relational memory- hostility towards the other party due to relational history and may lead to dialectic tensions
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Relational Dimensions
Control Hierarchy may hinder the flow of information & self- disclosure

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Relational Dimensions
Trust Essential because how interviews are conducted affect each party directly Relationships are cultivated when parties trust one another (safe) Creating trust is a delicate process to develop

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Slide 11

Interchanging Roles During Interviews

Both parties speak and listen from time to time, are likely to ask and answer questions, and take on the roles of interviewer and interviewee. The degree to which roles are exchanged, control and shared are often affected by the status/ expertise, type of interview, situations & atmosphere of the interaction Two fundamental approaches to interviewing: directive or nondirective.
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Interchanging Roles During Interviews

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Interchanging Roles During Interviews

Directive Approach

A directive approach allows the interviewer to maintain control. Questions are brief & direct answers are used Easy to learn, less time & easy to replicate E.g. information giving, surveys, employment interview

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Interchanging Roles During Interviews

Nondirective Approach

A nondirective approach enables the interviewee to have significant control. Questions are likely to be open- ended & neutral More flexible E.g. journalistic, counseling, investigations

Interchanging Roles During Interviews

Combination of Approaches

Be flexible and adaptable when selecting approaches. Too often the choice of an interviewing approach is governed by societal roles & expectations The roles we play should guide but not dictate approaches.

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Perceptions of Interviewer and Interviewee

1. 2. 3. 4.

Four Perceptions Drive Interactions

Perceptions of Self Perceptions of the other party How the other party perceives us How the other party perceives self

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Perceptions of Interviewer and Interviewee

Perceptions of Self

Self- concept: come from physical, social & psychological perceptions Self- identity: how you perceive others to have interpreted who you have been What we perceive ourselves to be may be more important than what we are. We see ourselves differently under different circumstances. Self-esteem is closely related to self-worth.

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Perceptions of Interviewer and Interviewee

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Perceptions of Interviewer and Interviewee

Perceptions of the Other Party

Your perceptions may be influenced by the others age, gender, race, ethnic group, size & physical attractiveness Perceptions of the other party may change by:
The way an interview begins or ends The other partys manner & attitudes The other partys dress & appearance The other partys listening & feedback Verbal & nonverbal interactions Questions asked & answers given
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1. 2. 3. 4. 5. 6.

Communication Interactions

Levels of Interactions

Level 1 Interactions:

Interactions are generally safe, socially acceptable, comfortable, ambiguous & superficial Examples: pretty good, not bad Avoid judgments, attitudes, and feelings Dominate interactions where there is little relational history, where trust has yet to be established Door is slightly open & may close the door quickly if necessary

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Communication Interactions

Levels of Interactions

Level 2 Interactions:

Deal with personal, controversial/ threatening topics Responses tend to be half- safe, half- revealing Require trust and risk-taking Door is half open or half closed More revealing of ideas, feelings, and information

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Communication Interactions

Levels of Interactions

Level 3 Interactions:

Involve full disclosure Deal with intimate/ personal and controversial areas of inquiry Requires a positive relationship Door is wide open

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Communication Interactions

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Thickness Level 1
-Communication

Length
-Relational

distance

exchanges are most common Level 2

-Interactions

are less

-Closer

common

relationship is necessary to move from superficial to more revealing

-Relationship

Level 3

-Uncommon

in

interview

between parties must be trusting

Communication Interactions

Gender, Culture, and Self- Disclosure

Women disclose more freely than men. Culture may dictate what we disclose and to whom. Positive and negative face are universal motives.

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Communication Interactions

Verbal Interactions

Never assume communication is taking place. Multiple meanings: A word rarely has a single meaning. Ambiguities: Words may be so ambiguous that any two parties may assign very different meanings to them. Sound alikes: Beware of words that sound alike. Connotations: Words are rarely neutral.
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Communication Interactions

Verbal Interactions

Jargon: every profession has its own specialized jargon Slang: only use slang when you are in the ingroup Euphemisms: use when substituting a bettersounding word for a common word Naming: may label a person, place or thing to alter how you & the other party see reality

Communication Interactions

Verbal Interactions
Power words: 2 typesPower speech forms: include certainty, challenges, orders, verbal aggression, leading questions, metaphors & memorable phrases Powerless speech forms: include apologies, disclaimers, excuses, indirect questions & nonfluencies

Communication Interactions

Verbal Interactions
Regional & role differences Gender differences Men: use power speech forms, dominate interactions Women: using powerless speech forms, foster relationships, more polite & expressive, include more second & third- person pronouns Global differences

Communication Interactions

Nonverbal Interactions

Nonverbal signals send many different messages. Any behavioral act, or its absence, can convey a message. In mixed messages, the how may overcome the what. Verbal and nonverbal messages are intricately intertwined. Women are more adept at nonverbal communication Be aware of the diversity of nonverbal messages in different parts of the world
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Feedback

Immediate & pervasive in interviews Both verbal & nonverbal You can detect critical feedback & assess how an interview is progressing by observing & listening carefully to what is & is not taking place Be perceptive, sensitive, and receptive. It is difficult to listen with your mouth open and your ears closed. Be flexible in selecting listening approaches.

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Feedback

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Feedback

Listening for Comprehension The intent of listening for comprehension is to receive, understand & remember content. The goal is to concentrate on a question, answer or reaction, not to judge Essential when giving & getting information during early interviews

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Feedback

Listening for Empathy Communicates genuine concern, understanding & involvement The intent of empathic listening is to understand the other party. Ability to place ones self in anothers situation

Feedback

Listening for Evaluation/ critical listening The intent of evaluative listening is to judge content and actions.

Listening for Resolution/ dialogic listening The intent of dialogic listening is to resolve problems. Focus on ours & appropriate for problemsolving interviews

The Interview Situation

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The Interview Situation

Initiating the Interview

Who initiates an interview and how may affect control, roles, and atmosphere. The person initiates the interview affects the situation by determining how the contact is initiated & where & when an interview will take place

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The Interview Situation

Perceptions

Each party comes to an interview with unique perceptions A party may see the interview as routine or an event. Settings are seldom neutral. Perceptions are critical in moving beyond Level 1 interactions.

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The Interview Situation

Time of Date, Week, and Year

Each of us has an optimum time for interactions. Take into account events before and after interviews.

Place

We value and protect our turf. Dont underestimate the importance of place.

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The Interview Situation

Surroundings

Surroundings help to create a productive climate. Control noise to focus attention on the interaction. Come to each interview ready to communicate.

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The Interview Situation

Territoriality Maintain an arms length of distance between parties. Relationship affects territorial comfort zones. Proximity of interview parties affects comfort level Territorial markers/ Personal space: imaginary bubble (intimate distance (touching to 18), personal distance (1.5 feet to 4 feet), social distance (4 to 12 feet)) Age, sex, and culture influence territorial preferences.
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The Interview Situation

Territoriality

Seating Arrangement Desire for control often determines seating. Seating may equalize control and enhance the interview climate.

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The Interview Situation

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Outside Forces

We are not really alone with the other party. Common outside forces: family, associates, friends, employers, government agencies & professional associations Be aware of outside forces influence before, during & after the interview Outside forces determine roles in many interviews. Know what advice you must take.
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Outside Forces

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Summary

Interviewing is a dynamic, complicated process between two complex parties operating with imperfect verbal and nonverbal symbols guided and controlled by perceptions and the situation. A thorough understanding of the process is a prerequisite for successful interviewing. Interviewer and interviewee must be flexible and adaptable in choosing which approach to take.

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