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CHAPTER 7: CONVERSATION MESSAGES, SITI AISYAH SYAFIQAH BINTI YUSOF…
CHAPTER 7: CONVERSATION MESSAGES
Conversation
Conversation is relatively informal social interaction in which the roles of speaker and hearer are exchanged in a nonautomatic fashion under the collaborative management of all parties (McLaughlin, 1984).
Principles of Dialogue
Monologue
-Communication in which one person speaks and the other listens
-There is no real interaction among participants
-You speak without any real concern for the other person’s feeling or attitudes
Dialogue
-There is two-way interaction
-Concern for the other person and the relationship between two people
-Mutual understanding and empathy
Principles of Conversation
Opening
-Start with greeting: e.g. “Hi, how are you?”, “Hello, this is Mat”
-
Phatic communication:
Message between two people and opens up the channels of interaction.
-Verbal or non-verbal: e.g. Smile, kiss or handshake – opening as “Hello”
-Consistent in tone
Feedforward
-Give a general idea of the conversation’s focus.
-May identify the tone or time required in the conversation.
1. To open the channels of communication
-To tell whether the person willing to communication
2.To preview the message
-To preview the content of the message
-The importance
-The form or style
-The positive or negative quality of subsequent message
3.To Disclaim
-Statement that aims to ensure that your message will be understood as you want it to be and will not reflect negatively on you.
4.To Altercast
-Use to place the receiver in a specific tole and to request responses in terms of this assumed role.
Effective Feedforward
-To estimate the receptively of the person to what you’re going to say
-Use feedforward that’s consistent with your subsequent message
-The more important or complex the message, the more important and more extensive your feedforward needs to be
Business
-Term business is used to emphasize that most conversations are goal directed.
-Focus of your conversation.
-Taboos – topics or language that should be avoided, especially by outsiders. E.g. Discussing about bullfighting.
Feedback
-The reverse of the second step.
-To signal as far as you’re concerned.
Effective Feedback
Positive-Negative
-Positive feedback
tells the speaker he or she on the right track
-
Negative feedback
tells the speaker that something is wrong
Person Focused-Message Focused
-May canter on the person (You’re sweet)
-May canter on the message (Can you repeat that number)
Immediate-Delayed
-Feedback is sent immediately e.g. you smile
-Feedback may be delayed e.g. you asked question at the end of the lecture
Low-Monitoring-High-Monitoring Feedback
-Varies from the spontaneous and totally honest reaction (low-monitored feedback) to the carefully constructed response designed to serve a specific purpose (high-monitored)
-You allow your responses to show without any monitoring (low) and you’re waiting for your boss in giving instruction (high)
Supportive-Critical
-Accepts the speaker and what the speaker says (supportive)
-Evaluative and judgmental (critical)
Closing
-Reveals how satisfied the persons were with the conversation (the goodbye)
-Example:
-“I hope you’ll call soon”
-“Don’t call us, we’ll call you”
-“Give me a call tomorrow morning?”
Suggestion on closing conversation:
-Reflect back on the conversation and briefly summarize it so as to bring it to a close.
-Directly state the desire to end the conversation and to get on with other things.
-Refer to future interaction.
-Ask for closure.
-State that you enjoyed the interaction.
Principle of Cooperation
-Implicitly agree to cooperate in trying to understand what each other is saying.
-Cooperate by using four conversational maxims: principles that speakers and listeners in many other cultures follow in conversation.
The Maxim of Quality
-Say what you know or assume to be true and do not say what you know to be false.
-You assume that the other person’s information is true.
-Example:
When you speak with people who is lying, you come to distrust such individuals are saying.
The Maxim of Quantity
-Include information that the meaning clear.
-Give neither too little not too much information.
-The simple maxim is frequently in an email communication.
-Example:
-“Get to the point; so what happened?”
-“When did this happen?”
-“Who else was there?”
The Maxim of Relation
-Talk about what is relevant to the conversation.
The Maxim of Manner
-Be clear, avoid ambiguities, be brief, and organize your thoughts into a meaningful sequence.
-Use terms that the listeners understand and clarify terms that you suspect the listener will not understand.
-Example:
-When talking with a child, you adjust your manner of speaking on the basis of the information you and the listener share.
Principles of Turn Taking
Speaker Cues
Turn-maintaining cues
-Help you maintain the speaker’s role
-Avoiding eye contact with the listener so there’s no indication that you’re passing the speaking turn to him or her.
-Vocalizing pauses (‘er’, ‘um’) to prevent the listener from speaking and to show that you are still talking.
Turn-yielding cues
-Tell the listener that you’re finished and wish to exchange the role of speaker for that of listener
-
E.g.
You indicate that you’re finished speaking by dropping your intonation, prolonged silence and asking some general question
Listener cues
Turn-requesting cues
-Let the speaker know that you’d like to take a turn as speaker.
-Example:
-“I’d like to say something”
-Use vocalized ‘er’ or ‘um’ that tells speaker you like to speak.
-Indicate a desire to speak by opening your eyes and mouth widely.
Turn-denying cues
-Other ways to refuse a turn are to avoid eye contact with the speaker
-
Example:
-“I don’t know”.
-Coughing or blowing your nose.
Back – Channeling Cues
-Use to communicate various types of information back to speaker without you are involved in the communication.
-Supportive
Four Most Important Message includes
-To indicate agreement or disagreement
-To indicate degree of involvement
-To pace the speaker
-To ask for clarification
Interruption
-An attempt to take over the role of the speaker
-Interpreted as attempts to change the topic to a subject that the interrupter knows more about or to emphasize the person’s authority.
SITI AISYAH SYAFIQAH BINTI YUSOF (2019460512)
