Communication for

Work Purposes
(Healthcare, Business)
Healthcare
Healthcare Communication Skills
Elements of Communication
Sender Receiver

Message

Feedback
Communication Model Questions
• What would happen to any of
the elements of communication
if it would be block?
• Is the message always verbal?
• Is the feedback always verbal?
• What interruptions or distractions could
interfere with communication?
Healthcare Communication
• Remember that in a healthcare
setting, nonverbal cues are
important elements of the
communication model.
• Identify the elements of
communication in this illustration.
Feedback Methods
1. Paraphrasing – reword the sender’s message and ask
for confirmation.
• Dr. Smith: “I think Mrs. Jones needs more aggressive
treatment for her anxiety.”
• Dr. Shevlin: “So you think we should order an
antidepressant?”
2. Reflecting – prompts the sender to add
more detail to the original message.
• Dr. Smith: “I think Mrs. Jones needs more
aggressive treatment for her anxiety.”
• Dr. Shevlin: “So you think we should
order her medication, such as…?”
3. Asking Questions – request clarification or
more additional information.
• Dr. Smith: “I think Mrs. Jones needs more
aggressive treatment for her anxiety.”
• Dr. Shevlin: “Why? Is her current treatment
not controlling her anxiety?”
4. Requesting examples – examples can help
explain or clarify meaning.
• Dr. Smith: “I think Mrs. Jones needs more
aggressive treatment for her anxiety.”
• Dr. Shevlin: “What kind of treatment are you
thinking about?”
Obtaining Feedback
• Respond to this call to a “I need to make an
veterinary office from a pet owner. appointment for my
dog. She’s not doing
• Paraphrasing very well.”
• Reflecting
• Asking questions
• Requesting examples
Rules for Effective Communication
Message must be clear

Sender must deliver message clearly and

concisely

Receiver must be able to hear and receive the

message

Receiver must be able to understand the message

Interruption or distractions must be avoided

Healthcare Information can be
Subjective or Objective
• Subjective • Objective
• Cannot be seen or felt • Can be seen or measured
• Often called symptoms • Often called signs
• Usually statements or • Information collected by
complaints from the patient the senses
• Use the patient’s exact words
Subjective Symptoms
I think I’m
going to My tummy
throw up. hurts.

It’s really
sore on my I don’t feel
chest. very good.
Objective Signs of Illness
• Pulse rapid, irregular and thready
• Skin cold and clammy
• No respirations
• Lips cyanotic
Subjective or Objective?
1. Coughing • Objective
2. Fatigue • Subjective
3. Headache • Subjective
4. Foul smelling breath • Objective
5. Did not eat anything • Objective
6. Speech slurred • Objective
7. Joints ache • Subjective
8. Nervousness • Subjective
Speaking Skills
• Speak appropriately to the age or status of the receiver.
• Use appropriate terminology or words.
• Ask open-ended questions.
• Speak slowly and clearly.
• Try to be eye-level with the receiver.
• Make sure your non-verbal is consistent with your words.
Listening Skills
• Show interest and concern.
• Stay alert and maintain eye contact.
• Avoid interrupting.
• Pay attention to what the speaker is saying.
• Avoid planning your response while the speaker is talking.
Listening Skills
• Try to see the other person’s point of view.
• Find a quiet or private location.
• Watch the speaker’s facial expressions for
consistency with words.
• Ask for clarification when needed.
• Maintain a positive attitude.
Improved Quicker Stronger
Stakeholder Problem Decision
Response Solving Making

Enhanced
Professional
Effective Increased
Communication Productivity
Image

Clearer Stronger
Steadier
Promotional Business
Work Flow
Materials Relationships
Chapte
Business Communication Today © Prentice Hall, 2003 r 1 - 21
Characteristics
of Effective Messages

Practicality Factual Basis

Clarity
Precision
and Conciseness

Persuasion Recommendations
Chapte
Business Communication Today © Prentice Hall, 2003 r 1 - 22
Basic Communication
Structure Intent
Nonverbal

Nonverbal
Less Structured More Spontaneous
Harder to Classify Less Control
Verbal

Verbal
More Structured Conscious Purpose
Easier to Study More Control

Chapte
Business Communication Today © Prentice Hall, 2003 r 1 - 23
Usage of Business Communication Channels

Writing
9%

Sending

Receiving
Speaking Listening
30% 45%

Reading
16%

Chapte
Business Communication Today © Prentice Hall, 2003 r 1 - 24
Communication Challenges in
Today’s Workplace
Advances
in Technology Globalization
(e-commerce)

Workforce Team-Based
Diversity Organizations
Chapte
Business Communication Today © Prentice Hall, 2003 r 1 - 25
The Communication Process
Phase 1: Phase 6:
Sender Has Receiver
an Idea Channel Sends Feedback
And Medium

Phase 2: Phase 5:
Sender Encodes Receiver Decodes
Idea Message

Six-Phase
Phase 3: Process Phase 4:
Sender Transmits Receiver Gets
Message Message

Business Communication Today

Situation © Prentice Hall, 2003
Chapte
r 1 - 26
Communication Barriers
• Perception and language
• Restrictive environments
• Distractions (noise)
• Deceptive tactics
• Information overload

Chapte
Business Communication Today © Prentice Hall, 2003 r 1 - 27
Overcoming Barriers
Audience-Centered Open
Approach Communication

Ethical Efficient
Communication Messages
Chapte
Business Communication Today © Prentice Hall, 2003 r 1 - 28
Biases Audience-Centered
Approach
Education

Age

Status

Style
Chapte
Business Communication Today © Prentice Hall, 2003 r 1 - 29
Communication Climate
Overall Corporate Level of
Structure Culture Feedback
Flat More Open High

Tall Less Open Low

Chapte
Business Communication Today © Prentice Hall, 2003 r 1 - 30
Ethical Recognize
Communication Ethical Choices

Make
Ethical Choices
Ethical Dilemma
Ethical Lapse

Motivate
Ethical Choices
Business Principles
Chapte
Business Communication Today © Prentice Hall, 2003 r 1 - 31
Efficient Messages Send Fewer
Messages

Minimize
Distractions

Develop
Communication
Skills
Concise Business Communication
Chapte
Business Communication Today © Prentice Hall, 2003 r 1 - 32
Communication and Formal
Channels
Oral
Telephone
Written
Face-to-face conversation
Memos, letters
Company meetings
Annual report
Team meetings
Company newsletter
Bulletin board postings Electronic
Orientation manual E-mail, Instant messaging
Voicemail, Videoconferencing
Intranet
Information Flow in Organizations - Formal
Channels
Managers Supervisors

Upward flow

Coworkers
Coworkers

Horizontal flow

Downward flow

Subordinates Supervisees
Managers Supervisors

Flows from
decision makers
to workers

Downward

Subordinates Supervisees
Managers Supervisors
Upward

Flows from
employees to
decision makers

Subordinates Supervisees
Coworkers
Coworkers

Horizontal flow

Flows among workers

at the same level