1.5 - About University

2. Information(gleaned from thedata)3. Interpretations(gleaned from theinformation)4. Conclusions(gleaned from yourinterpretations)❑❑❑❑❑❑❑❑❑❑❑You listen to find patterns; you are aware of your own filtering.You are aware of the tendency to formulate a response when you should be listening.Besides listening for data, you also listen for other people’s feelings. [☛ 8.7 Active Listening]You can separate the person from the issues.You are aware of your own interpretation rules.You are aware of choosing data to support your position.You ask for feedback to confirm your emerging interpretations.While recognizing your feelings, you remain objective about the issues.You listen at many levels, from “Please go on ...” to making empathetic responses.[☛ 8.8 Listening Techniques]You don’t act on your conclusions until you have checked them out with the other personand discussed any differences.You consider your contribution to a problem without taking responsibility for the otherperson, and without blaming yourself or the other person.R ELATED LEADERSHIP TOOLS8.4 Dialogue and Discussion 8.7 Active Listening 13.6 Attribution Theory8.5 Metacommunicating 8.9 Cross-Cultural 14.7 Personal Preferences8.6 Communication 101 12.6 Confrontation 15.2 Emotional IntelligenceF OR FURTHER ASSISTANCENorretranders, Tor, and Jonathan Sydenham (Translator). The User Illusion: Cutting Consciousness Down to Size. VikingPress, 1999.Stone, Douglas, Bruce Patton, Sheila Heen, and Roger Fisher. Difficult Conversations: How to Discuss What MattersMost. Penguin USA, 2000.Tannen, Deborah. That’s Not What I Meant: How Conversational Style Makes or Breaks Relationships. Ballantine Books,1991.SECTION 8 TOOLS FOR COMMUNICATION 235