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Tools to analyze and ultimately improve conversation and communication generally have traditionally come in the form of suggestions or guidelines written in a textbook or a how-to-do-it trade book. But, recently, software programs such as Cogito have been developed. These programs are based on an extremely thorough analysis of all sorts of communication signals, especially nonverbal signals, for example, varied or consistent emphasis, mimicking or mirroring, and vocal-cord tension. They read these signals as you are speaking and they offer guidance (don’t vary your emphasis too much, you’re not mirroring the other person’s nonverbals, the person is getting agitated). The target audience for such tools is vast and is currently being tested with and in use with some health care providers and call-in centers.  Here are a few references that might prove helpful. http://www.cogitocorp.com/ Bercovici, J. (2017, July/August). The machine that makes you human. Inc. 76-82. Zarya, V. (2017, ...

Here's an interesting article that offers interesting suggestions for  Responding to Rudeness  which should work well in a class in the discussion of conversation or a variety of other interpersonal topics. Among the suggestions offered are how to respond to catcalls, unwanted and negative comments on your appearance, or friends who reveal personal information.  It would be interesting to see how students would deal with each of these several issues and if there's a gender or age difference in the responses.

Here is the TOC for a new book by Sharon Drew Morgen who asked me to post this and to alert readers of this coming book. I'm happy to do so. The book is called What? Did you really say what I think I heard?   The book will be out in December at which time I'll try to post the first chapter. Foreword 1 Author’s notes 3 Introduction 4 Section 1: How do we hear others? 16 Chapter 1: What do we hear? 17 Chapter 2: How we mishear: the role of filters 23 Chapter 3: The components of communication 36 Chapter 4: Filling in the communication gaps: noticing what’s missing 52 Chapter 5: The elements of a conversation: case study 67 Section 1 summary 82 SECTION 2: How to have conversations without bias or misinterpretation 84 Chapter 6: The skills of conscious choice 85 Chapter 7: What to listen for 109 Chapter 8: Preparing for conversations 123 Chapter 9: Conversations that went wrong 138 Chapter 10: Final thoughts: what good is good communication? 155 Section 2 summary 161 Bibliography 1...

One of the most difficult of all conversational tasks is to ask someone for a favor. Of course, it depends on the favor and on the relationship you have with the person from whom you want the favor. If it’s a close friend and the favor is relatively easy to perform, there is little difficulty and little conversational awkwardness. If the favor is to a superior, say a work supervisor, and the favor one that would be difficult or time-consuming to perform, there would be much difficulty and much conversational awkwardness. Asking a total stranger poses still other problems.  Yet, despite these many differences, some general suggestions may be offered. So, how do you ask for a favor? Here are a few steps:             First and foremost, select an appropriate communication context. Consider the time, place, and medium of communication—at the very least. Is this the appropriate time? Is this the appropriate place? Is this the most a...

Here's an interesting infographic: 9 Simple Conversation Hacks: How to Turn Any Interaction in Your Favor , sent to me by Sarah Johnson. Thank you, Sarah. It's sure to spark some interesting class discussion on the uses of communication skills or with the section on conversation or persuasion.

Throughout the communication literature there is much research, theory, and discussion on small group leadership. There are even textbooks in group and team leadership. But, there’s little on conversational leadership. Who leads a simple social conversation? What makes a conversational leader? [By “conversational leader” I simply mean someone who controls and literally leads the conversation in the direction he or she desires.] What does a conversational member do that results in attaining leadership? Here are a few thoughts on conversations that are largely face-to-face, though with minor adjustments, they can easily apply to social networking conversations. 1.       The conversational leader chooses the topics of the conversation. Actually, the conversational leader not only chooses the topics but changes them. 2.       The conversational leader speaks differently—more loudly usually and in more varied and animated style. 3.  ...

Here's an interesting little piece on complimenting someone that would work well with any unit on conversation in interpersonal communication. It provides 10 ways to tell someone you think he or she is beautiful and would be a great introduction to complimenting in general.