The Active Listening Technique

Created by Esther Kiara Pattipeilohy

Disclaimer: I will be upgrading the existing articles [1] and [2]. Therefor, some parts might be copied (for now), which might cause plagiarism. I will fix this for the next version.

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 [3]. 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 [4]. 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 [5][6].

Big idea

Active Listening 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 [7]. AL involves complete attention to what the speaker is saying, listening carefully while displaying interest and refraining from interrupting [8]. To be an active listener, one must listen for the content, intent, and feeling of the speaker, and show verbal and non-verbal cues that convey interest and importance [9]. Active listening is not typically used in rushed communication [10]. To be a good active listener, one should consider factors such as appropriate body movement and posture, facial expressions, eye contact, showing interest in the speaker’s words, minimum verbal encouragement, attentive silence, reflecting back feelings and content, and summarizing the speaker’s words and their purpose [11].

The Project Management Institute Guide to the Project Management Body of Knowledge [12] defines active listening as: “Techniques of active listening involve acknowledging, clarifying and confirming, understanding, and removing barriers that adversely affect comprehension”. Effective communication, particularly listening, is crucial for managers, as good listening is a key element of management success. Active Listening is applicable in all stages of the management of projects, programs, and portfolios. Communication is key in all aspects of managing projects and sending and receiving information happens all the time [13]. The ISO 21500 standard: Guidance on project management [14] claims that: “Success or failure of a project may depend on how well the various project team members and stakeholders communicate with each other” Researchers[15][ http://docplayer.net/52766786-Eight-barriers-to-effective-listening.html] claim that listening competencies are hugely important in managerial communication however, these are often forgotten when project management practitioners learn communications skills. As a consequence of this greater focus on delivering a message rather than how to receive one, project managers lack important listening skills [16]. As such, many organizations strive to enhance this skill in their managers [17]. 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 [18]. Supervisors who possess better listening attitudes and skills can improve their communication with subordinates, leading to increased support and higher job satisfaction [19]. In management, 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 [20]. Active Listening teaches you to stay engaged with the speaker and express a real interest in the person you talk to. This builds strong relationships with stakeholders and subordinates. This way, Project Communications Management strongly relates to another knowledge area that also concerns the people of the project, namely: Stakeholder management [21]. Analyzing stakeholders' expectations of the project requires that you are able to listen. When you listen, your stakeholders feel that they have been heard and their respect for you increases. While active listening is a valuable tool for project management, it is not a must-have. Good project management requires a variety of skills and approaches, and the specific techniques used will depend on the situation, the team, and the goals of the project. it is not the only approach, and other techniques, such as brainstorming, mediation, or collaborative problem-solving, may be more appropriate in different situations.

Non-verbal aspects Active listing is more than just being ‘all ears’, humming and nodding, it is also several nonverbal aspects which can support or inhibit the perception of ones listening skills. Our body language can reveal several things and every person will interpret body language differently thus it is important to pay attention to one's appearance in order to communicate the right thing. For example when listening to someone speaking, having your arms crossed can be interpreted as if you are uninterested in what is being said or closed for suggestions. Another example, which can be interpreted as impatience or uninterest, is tapping the table or fiddling a pen. To signal interest it is important to keep a calm facade [6]. Looking someone in the eye when you are listening to them is not only helping you to keep your focus on the speaking person, but it also shows respect to a person who is speaking as you show that you are paying attention by not looking at your phone or out the window [6].

Other nonverbal aspects of active listening are Space related aspects such as how you position yourself, how your body is oriented and lastly the distance you keep to the speaking person. In order to make the speaking person more comfortable you can position yourself as the speaking person, e.g. mirroring the person by sitting down or standing up. Secondly, to show respect to the person you are listening to, orient your body in the direction of the person. By pointing your torso in the direction of the speaking person you are showing interest in what is being said. Further, it is also important to respect people's personal space while listening to secure they are comfortable speaking [6]. Lastly, time is of the essence, if you seem in a rush when listening to someone they might interpret it as if you are not present and they are disturbing you which can lead to them withholding information which could be useful. So as a project manager when listening to a team member or other stakeholders, take the time to listen, be present and use the necessary amount of time [6].

In addition to paying attention to your own body language, it is also important to pay attention to the body language and tone of voice of the speaking person. As well as your tone of voice and body language can tell the speaking person how you feel, their tone of voice and body language can also tell you more than the words they are actually saying [7].

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

The technique

In the basic communication model the message is simply send off by the speaker and then received by the listener. In this model, the responsibility of the success of the communication lies with the sender alone and his/her ability to send a clear message . This is different in an interactive communication model. Here the focus is not only on delivering a message but also on clarifying and confirming that it is understood correctly. This adds another two steps to the communication that makes it more interactive (figure 2) :

Figure 2: Illustration of the interactive communication model. Drawing by Anna Fredgaard

2.1 Acknowledge

This step takes place after the message has been transmitted to the listener. The listener lets the sender know, that the message has arrived. This can be done using body language or brief verbal affirmations.

Example: The Project Manager nods his/her head to let the employee know, that the message has been received.

3.1 Feedback

After the listener has decoded the message, he/she encodes their own interpretation of the message and transmits it back to the sender. This means that the listener formulates how he/she hears the message and sends it back to the speaker to get a confirmation of whether it was understood correctly. The sender then verifies if the feedback matches the original message. If it does so, the communication has been successful.

This step can only be performed if the receiver has strong listening skills and is able to hear what the speaker says. This also include the elements of the message that exist between the lines or can be decoded from the speaker’s body-language, cultural background, personality etc.

Example: The Project Manager says: “What I hear you say is this […], is that correctly understood?”. If the employee confirms that the Project Manager’s interpretation of the original message is correct, the communication has been successful.

In the interactive communication model the Project Manager provides the employee with feedback and thereby gives him the option to further clarify the meaning of his message. This is a good technique to avoid any misunderstandings. In this communication model both the sender and the receiver carry the responsibility of a successful communication. The speaker must be clear and concise when delivering the message. At the same time, the listener must ensure that all information is received, that the content of the message is interpreted correctly, and acknowledge and respond to the message appropriately. Effective communication only happens when both carry out their responsibilities , Michael Webb even argues that the listener bears more responsibility for the quality of the communication. Since listening is such an important, yet underestimated element of communication, it is hugely important for project management practitioners to learn good listening skills.

How to practice active listening

The primary thing to pay attention to when practicing Active Listening is the difference between hearing and listening. Hearing is a passive act while listening is active and engaging []. The overall mindset to apply when listening actively is to positively engage with the speaker. Here are some things to be aware of that will help you to become an active listener.

Do not interrupt

Do not interrupt the speaker. Do not try to finish their sentences even if you think that you know how they are going to finish them. If the speaker stops talking or pauses to search for the right way to phrase a sentence do not interrupt the silence. Stay quiet and let them think, they might surprise you with their answer. Pay attention to what the speaker says rather than focusing on what you are about to say [6].

Be curious

One of the main purposes of Active Listening is for you to learn more about the person in front of you as well as the content they share with you. One way to be curious is to ask clarifying questions to the knowledge you are provided with. This also assists to uncover any misunderstandings in the communication. Asking questions shows the speaker that you are interested in what they tell you, and that you hear what they are saying [10]. Ask the speaker to explain jargon or abbreviations that you do not know. The same word or abbreviation might mean something different to the speaker and the listener depending on their culture or work area.

Provide feedback

As described in the section above, providing feedback is a part of listening actively. Let the speaker know how you interpret their message and give them the option to correct any misunderstandings or miscommunications [5]. You can use phrases like: “What I hear you saying is …” or “Do I understand it correctly that …?” Take notes while the speaker talks so you have something to base your feedback on.

Pay attention

Try to focus on the person you talk to. Do not let yourself be disturbed by the environment around you or distracting thoughts in your mind. When you focus actively on the speaker you will be able to pick up both verbal and non-verbal clues in the conversation that will assist you in decoding the message correctly [9].

Do not judge

Listen to the speaker even if you do not agree with what they say [6]. Do not let the physical appearance of the speaker disturb you. Do not let different cultural background, language, area of expertise, political opinions or the like affect how you interpret the message from the speaker.

Show that you listen

Show the speaker that you listen to them either by nodding your head, smiling or by small verbal affirmations from time to time. This lets the speaker know that you are engaged in the conversation. You can also focus on your body language. If you have an open posture you will seem more open and willing to take in the message [4]. Keep eye contact with the speaker.

Active listening in management

Effective communication, particularly listening, is crucial for managers, as good listening is a key element of management success. Active Listening is applicable in all stages of the management of projects, programs, and portfolios. Communication is key in all aspects of managing projects and sending and receiving information happens all the time [5].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).

The Project Management Institute Guide to the Project Management Body of Knowledge [5] defines active listening as:

“Techniques of active listening involve acknowledging, clarifying and confirming, understanding, and removing barriers that adversely affect comprehension”

Active Listening teaches you to stay engaged with the speaker and express a real interest in the person you talk to. This builds strong relationships with stakeholders and subordinates. This way, Project Communications Management strongly relates to another knowledge area that also concerns the people of the project, namely: Stakeholder management [5]. Analysing stakeholders' expectations to the project requires that you are able to listen. When you listen, your stakeholders feel that they have been heard and their respect for you increases.

While active listening is a valuable tool for project management, it is not a must-have. Good project management requires a variety of skills and approaches, and the specific techniques used will depend on the situation, the team, and the goals of the project. it is not the only approach, and other techniques, such as brainstorming, mediation, or collaborative problem-solving, may be more appropriate in different situations.

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

References

The references in this article right now are a mess, please do not pay attention to them.

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/