The Active Listening Technique

Created by Esther Kiara Pattipeilohy

Abstract

Active listening is a communication technique that focuses on the message that is being conveyed by the speaker by taking the time to understand the speaker’s perspective, emotions and intentions [1]. This involves a variety of skills, such as showing empathy, paraphrasing and providing nonverbal feedback. The goal of active listening is to gain a deeper understanding of the speaker and their message to improve communication, trust and collaboration.

In project, portfolio and program management, active listening is an especially useful tool in enhancing communication and problem-solving, and creating a more positive and dynamic team collaboration [2]. At the same time, it allows the project manager to make informed decisions, manage expectations and resolve conflicts. However, good management requires a variety of skills and approaches depending on the team, situation and project goal. Active listening should be used in combination with approaches such as brainstorming, mediation or collaborative problem-solving for the best results.

With more work and meetings being done online recently, it presents a challenge for practicing active listening, which for a large part relies on non-verbal and face-to-face communication. It is important to keep communicating verbally instead of only in text and to utilize visual aids in online meetings to increase non-verbal communication and increase the overall experience [3][4].

Big idea

Apart from speaking and writing, listening is one of the most important parts of communication. It is more than the physical process of hearing, it is an intellectual and emotional process, which requires hard work and concentration. Hunsaker and Alessandra classified people into four types of listeners; 1) non-listener, 2) marginal listener, 3) evaluative listener and 4) active listener. Each category requires different levels of concentration and sensitivity, going up with the numbers. Active listening (AL) is the most effective level of listening and is considered a special communication skill (3).

Active Listening

Here I write about the definition, purpose, description, use.

History

The rising popularity of human-centered design and design thinking in the last two decades, in which active listening and empathy are key components, has increased the relevance of active listening techniques. However, communication skills have been recognized and studied for over seventy years. The history of active listening mostly reflects a growing recognition of the importance of understanding and empathy in communication. These are some notable milestones in the history of active listening:

1950s-1960s: The development of humanistic psychology, which emphasized the importance of empathy and understanding in communication and provided the foundations for active listening techniques.

 1970s: The emergence of the encounter group movement, which popularized the concept of active listening and encouraged participants to practice listening to others without judgment.

1980s: The development of solution-focused therapy, which emphasized the use of active listening techniques to help clients identify and achieve their goals. 1990s: The rise of customer service and support as a critical component of business success, which led to an increased focus on active listening skills for customer service representatives.

2000s-present: The increasing popularity of design thinking and human-centered design, which prioritize empathy and active listening as key components of the design process.

State of the art

Application

How to practice active listening

Active listening in management

Effective communication, particularly listening, is crucial for managers, as good listening is a key element of management success. As such, many organizations strive to enhance this skill in their managers (11, 12). Managers who listen actively demonstrate that they value their staff and customers, which helps to build trust and commitment in their work. This is in contrast to one-way communication, where managers simply issue orders (13). Supervisors who possess better listening attitudes and skills can improve their communication with subordinates, leading to increased support and higher job satisfaction (14). Therefore, if managers want to succeed, they must listen to their staff and customers and gather feedback (15). In management, Active Listening (AL) is a crucial factor in client-centered therapy developed by C. R. Rodgers (16). AL can enhance interpersonal relationships, build confidence and respect, reduce tension, and create a better environment for joint problem-solving and sharing information within an organization (17).

How to become a better active listener

While active listening skills are rooted in one's personality, there are techniques and factors that can facilitate its development and make it teachable (5).

Online / written practices

Limitations

Table of contents:

- Abstract - Big idea: definition, description, purpose, importance, history, specifics for project management. - Application: how to practice, how to become better at it, when to use it, how to practice online / written. - Limitations: it is not a complete solution, what increases the chances of effective active listening, alternatives. - Annotated bibliography - References

Abstract references

1. Inga Jona Jonsdottir & Kristrun Fridriksdottir (2020) ACTIVE LISTENING: IS IT THE FORGOTTEN DIMENSION IN MANAGERIAL COMMUNICATION?, International Journal of Listening, DOI:10.1080/10904018.2019.1613156

2. Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/pdf/id:kt011DXH02/guide-project-management

3. Bauer, Christine, Figl, Kathrin, & Motschnig-Pitrik, Renate (2009). Introducing “Active Listening” to Instant Messaging and E-mail: Benefits and Limitations. IADIS International Journal on WWW/Internet 7(2), IADIS. Retrieved from https://gruppe.wst.univie.ac.at/~bauer/chb_eu/wp-content/uploads/2017/10/bauer2010_iadis_activelistening_preprint.pdf

4. Danby, Susan, Butler, Carly, & Emmison, Michael (2009) When 'listeners can't talk': comparing active listening in opening sequences of telephone and online counseling. Australian Journal of Communication, 36(3), pp. 91-114. Retrieved from https://eprints.qut.edu.au/29064/