active listening article by rogers and farson presented by adam fleming
TRANSCRIPT
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Active ListeningArticle by Rogers and Farson
Presented by Adam Fleming
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“We have been given two ears and but a single mouth, in order that we may hear more and talk less. ”
- Zeno the Citum
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“active” – listener has definite responsibility
Help speaker work out their problems
Way of approaching those day-to-day problems
Active Listening – What is it?
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Carl R. Rogers M.A. Columbia University Ph.D. Columbia University, Psychotherapy Father of humanistic psychology Known for the person-centered approach
(PCA) Authored over a hundred publications
explaining his theory of personality development.
Authors
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Masters degree University of Minnesota Ph.D. University of Chicago, psychology president of Western Behavioral
Sciences Institute became Rogers’ research assistant intern and counselor at the Counseling
Center and a research associate at the Industrial Relations Center.
Richard E. Farson
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Goal – bring about changes in people
Avoid trying to change point of view
Listen for total meaning Respond to feelings Note all cues
Active listening
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Not easy to acquire Carries strong element of personal risk Listener will often hear negative
expressions directed at them Listeners emotions are sometimes
barrier Must be able to listen to oneself before
you can listen to others
Problems
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Improve productivity
Best practices Richest untapped
source of power available
Organizational goals
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Knippen, Jay T., Green, Thad B. (Summer 1994) How the Manager Can Use Active Listening. Public Personnel Management, 23, 357-359.
Being an active listener requires 5 steps
1. Determine when to use active listening
2. Select appropriate technique
3. Use technique selected
4. Evaluate communicators response
5. Take appropriate action
Reference 1
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Management Training
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Brownell, Judy (Fall 1990) Perceptions of Effective Listeners: A Management Study. The Journal of Business Communication, 27:4, 401-415.
Researchers know less about listening than speaking, reading or writing
60 percent of managers communication time is spent listening Administered a 26 item questionnaire to middle managers and their
subordinates in 6 hospitality organizations.
Findings: Managers over 45 – perceived as poor listeners Female managers – perceived as better listeners than males Almost all managers rated themselves as “very good” or “good” listeners
Discrepancy between managers’ self- perception Direct and frequent feedback is necessary
Reference 2
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Survey results
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“He who knows does not speak; he who speaks does not know.” - Tao Teh Ching (56:1)
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Ramsey, R D (Nov 2007). The most important skills for today's supervisors. Supervision, 68, 11. p.3
Managers have the toughest job in the business world Takes a myriad of skills to become an effective manager All good leaders are good listeners When leader doesn’t listen, followers quit listening to the leader The most effective supervisors understand that listening is
life's greatest teacher Effective listeners are made, not born. Listen as defined in the dictionary “to make an effort to hear
something…to pay attention; heed”
Reference 3
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Decision to listen is up to each manager
Development of listening skills Listen to all language
Open door policy Viewed as a good manager, effective
leader
Conclusion
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Questions / Comments?