1. CHAPTER 8:
CONVERSATIONAL
MESSAGES

2. THE CONVERSATION
PROCESS

3. THE CONVERSATION PROCESS
CAN BE VIEWED IN DIFFERENT
STAGES. THESE STAGES ARE:
•Opening:
• Use of phatic communication
• a message that establishes a connection between two people and opens up
the channels for more interaction.
•Feed forward:
• To open the channels of communication. -To preview the message.
• To Disclaim.
• To Alter cast.
•Business:
• Most conversations are goal directed. -Avoid Taboos.

4. •Feedback
• Positive Negative
• Person Focused, Messaged Focused
• Immediate, Delayed
• Low monitoring, High Monitoring
• Supportive, Critical
•Closing
•This stage often reveals how satisfied the persons were with the conversation.
THESE STAGES ARE:

5. CONVERSATIONAL
MANAGEMENT

6. WHEN INITIATING A
CONVERSATION USE:
•Self references to say something
about yourself.
•Other references that say something
about the other person or ask a
question.
•Relational References to say
something about the two of you.
•Context References to say
something about physical, social-
psychological, cultural or temporal
context.
•Cute-flippant openers: Humorous,
indirect, and ambiguous.
•Innocuous openers: Highly
ambiguous as to whether these are
simple comments hat might be
made to just anyone or whether
they’re in fact openers designed to
initiate an extended encounter.
•Direct openers: Demonstrates the
speakers interest in meeting the
other person.

7. MAINTAINING CONVERSATION
•Conversational Maxims
• The Maxim of Quantity
• The Maxim of Relation
• The Maxim of Manner
•The principle of Dialogue
• Monologue
• Dialogue
•The principle of Turn Taking
• Speakers Cues
• Listener Cues
• Back-channeling cues and Interruptions
• Interruptions
•Closing Conversation
• Reflect back on the conversation and briefly
summarize it.
• Directly state the desire to end the
conversation
• Refer to future interaction.
• Ask for Closure.
• State that you enjoyed the interaction

8. CONVERSATIONAL
DISCLOSURE

9. INFLUENCES ON SELF
DISCLOSURE
•Who you are
•Your culture
•Your gender
•Your listeners
•Your topic
•According to Europe’s Journal of
Psychology
• Self-disclosure can be influenced in a
negative state by dissimilarity at the
workplace. Self disclosure is linked to
perceptions of discrimination in two
opposing ways. An individuals perceived
degree of difference from others on
demographic and underlying
characteristics serve as moderators of the
proposed relationships, strengthening the
effects of actual dissimilarly on feelings.

10. REWARDS AND DANGERS OF
SELF-DISCLOSURE
•Rewards
• It may help increase greater self
knowledge: A new perspective on yourself,
or a deep understanding of your own
behavior.
• It is a essential condition for
communication and relationship
effectiveness.
• It also has a positive effect on physiological
health. People who self-disclose are less
vulnerable to illnesses.
•Dangers:
• You may incur personal risks, experiencing
rejection from your closest friends and
family members
• It can cause relational risks, by causing a
decrease in mutual attraction, trust or any
of the bonds holding the individuals
together.
• It can also cause professional risks, by
creating problems on the job, or disclosing
any health problems.

11. GUIDELINES FOR MAKING
SELF-DISCLOSURES
•Disclose out of appropriate motivations
• Self disclosure should be motivated by a concern for the relationship, for others and
for yourself
•Disclose in the appropriate context
• Before you make any significant self disclosure, ask whether this is the right time
and place
•Disclose gradually
• During your disclosures, give the other person a chance to reciprocate with his or
her own disclosures.
•Disclose without imposing burdens on yourself or others.
• Carefully weigh the potential problems that may occur as a result of your disclosure.

12. GUIDELINES OF FACILITATING
AND RESPONDING & RESISTING
PRESSURE TO SELF DISCLOSE.
•FACILITATING & RESPONDING
• Practice the skills of effective and active
listening
• Support and reinforce the discloser
• Be willing to reciprocate
• Keep the disclosures confidential
•RESISTING PRESSURE
• Don’t be pushed
• Be assertive in your refusal to disclose
• Delay a decision
• Be indirect and move to another topic.

13. ORGANIZATIONAL
CONVERSATION

14. FORMAL COMMUNICATION
•Upward Communication
• Consists of messages sent from the lower
levels of hierarchy to the upper levels
•Downward Communication
• Consists of messages sent from the higher
levels to the lower levels of hierarchy
•Lateral Communication
• Refers to messages between equals
manager to manger, worker to worker.

15. INFORMAL COMMUNICATION
•The grapevine
• Messages that concern just about any topic
to workers and the organization.
• They do not follow any of the formal lines of
communication established in an
organization.
• These messages concern job related issues.
•The grapevine is most likely to be used
when:
• Issues are considered important to the
workers
• There is ambiguity about what an
organization is going to do
• A situation is perceived as threatening or
insecure and anxiety may be running high.

16. CONVERSATIONAL
PROBLEMS

17. PREVENTING PROBLEMS
•Disclaimer
• A statement that aims to ensure that your message will be understood and will not reflect
negatively on you.
•Hedging
• Helps you to separate yourself from the message so that if your listeners reject your
message, they need not reject you.
•Credentialing
• Helps you establish your special qualifications for saying what you’re about to say.
•Cognitive disclaimers
• Helps you make the case that you’re in full possession of your faculties.

18. REPAIRING PROBLEMS
•According to Communication Monographs
• the act of managing relationships is an essential feature
of other initiation of repair, and that different practices of
repair can constitute different relational events that
have different behavioral outcomes,
•Excuses
• Explanations or actions that lesson the negative
implications of the actors performance
•Excuses
• I didn’t do it.
• It wasn’t so bad.
• Yes, but.
•Apologies
• A expression of regret for something you did.
•Dos
• Admit wrongdoing
• Be apologetic
• Be specific
• Express your regret
• Offer to correct the problem
• Assure that it will not happen again
•Don’ts
• Don’t apologize when it is not necessary
• Don’t accuse the other persons
• Don’t minimize the hurt that was caused
• Don’t include excuses with the apology
• Don’t take the easy way out
•According to the Journal of Audiology
• The patterns of repair are constrained by the task
requirement in tracking for the receiver/hearing-
impaired adult to repeat text segments by the
sender/familiar communication partner with accuracy.