Active listening refers to the process of pairing outwardly visible positive listening behaviors with positive cognitive listening practices. Active listening can help address many of the environmental, physical, cognitive, and personal barriers to effective listening that we discussed earlier. The behaviors associated with active listening can also enhance informational, critical, and empathetic listening.
Active listening can help overcome barriers to effective listening
Being an active listener starts before you actually start receiving a message. Active listeners make strategic choices and take action in order to set up ideal listening conditions. Physical and environmental noises can often be managed by moving locations or by manipulating the lighting, temperature, or furniture. When possible, avoid important listening activities during times of distracting psychological or physiological noise. For example, we often know when we’re going to be hungry, full, more awake, less awake, more anxious, or less anxious, and advance planning can alleviate the presence of these barriers. For college students, who often have some flexibility in their class schedules, knowing when you best listen can help you make strategic choices regarding what class to take when. And student options are increasing, as some colleges are offering classes in the overnight hours to accommodate working students and students who are just “night owls” (Toppo, 2011). Of course, we don’t always have control over our schedule, in which case we will need to utilize other effective listening strategies that we will learn more about later in this chapter.
In terms of cognitive barriers to effective listening, we can prime ourselves to listen by analyzing a listening situation before it begins. For example, you could ask yourself the following questions:
- “What are my goals for listening to this message?”
- “How does this message relate to me / affect my life?”
- “What listening type and style are most appropriate for this message?”
As we learned earlier, the difference between speech and thought processing rate means listeners’ level of attention varies while receiving a message. Effective listeners must work to maintain focus as much as possible and refocus when attention shifts or fades (Wolvin & Coakley, 1993). One way to do this is to find the motivation to listen. If you can identify intrinsic and or extrinsic motivations for listening to a particular message, then you will be more likely to remember the information presented. Ask yourself how a message could impact your life, your career, your intellect, or your relationships. This can help overcome our tendency toward selective attention. As senders of messages, we can help listeners by making the relevance of what we’re saying clear and offering well-organized messages that are tailored for our listeners.
Active listening behaviors
From the suggestions discussed previously, you can see that we can prepare for active listening in advance and engage in certain cognitive strategies to help us listen better. We also engage in active listening behaviors as we receive and process messages.
Paying attention is a key sign of active listening. Speakers usually interpret a listener’s eye contact and body language as a signal of attentiveness. While a lack of eye contact may indicate inattentiveness, it can also signal cognitive processing.
When we look away to process new information, we usually do it unconsciously. Be aware, however, that your conversational partner may interpret this as not listening. If you really do need to take a moment to think about something, you could indicate that to the other person by saying, “That’s new information to me. Give me just a second to think through it.” We already learned the role that back-channel cues play in listening. An occasional head nod and “uh-huh” signal that you are paying attention. However, when we give these cues as a form of “autopilot” listening, others can usually tell that we are pseudo-listening, and whether they call us on it or not, that impression could lead to negative judgments.
A more direct way to indicate active listening is to reflect previous statements made by the speaker. Norms of politeness usually call on us to reflect a past statement or connect to the speaker’s current thought before starting a conversational turn. Being able to summarize what someone said to ensure that the topic has been satisfactorily covered and understood or being able to segue in such a way that validates what the previous speaker said helps regulate conversational flow. Asking probing questions is another way to directly indicate listening and to keep a conversation going, since they encourage and invite a person to speak more. You can also ask questions that seek clarification and not just elaboration. Speakers should present complex information at a slower speaking rate than familiar information, but many will not. Remember that your nonverbal feedback can be useful for a speaker, as it signals that you are listening but also whether or not you understand. If a speaker fails to read your nonverbal feedback, you may need to follow up with verbal communication in the form of paraphrased messages and clarifying questions.
As active listeners, we want to be excited and engaged, but don’t let excitement manifest itself in interruptions. Being an active listener means knowing when to maintain our role as listener and resist the urge to take a conversational turn. Research shows that people with higher social status are more likely to interrupt others, so keep this in mind and be prepared for it if you are speaking to a high-status person, or try to resist it if you are the high-status person in an interaction (Hargie, 2001).
Note-taking can also indicate active listening. Translating information through writing into our own cognitive structures and schemata allows us to better interpret and assimilate information. Of course, note-taking isn’t always a viable option. It would be fairly awkward to take notes during a first date or a casual exchange between new coworkers. But in some situations where we wouldn’t normally consider taking notes, a little awkwardness might be worth it for the sake of understanding and recalling the information. For example, many people don’t think about taking notes when getting information from their doctor or banker. I actually invite students to take notes during informal meetings because I think they sometimes don’t think about it or don’t think it’s appropriate. But many people would rather someone jot down notes instead of having to respond to follow-up questions on information that was already clearly conveyed. To help facilitate your note-taking, you might say something like “Do you mind if I jot down some notes? This seems important.”
In summary, active listening is exhibited through verbal and nonverbal cues, including steady eye contact with the speaker; smiling; slightly raised eyebrows; upright posture; body position that is leaned in toward the speaker; nonverbal back-channel cues such as head nods; verbal back-channel cues such as “OK,” “mmhum,” or “oh”; and a lack of distracting mannerisms like doodling or fidgeting(Hargie, 2011).
Active Listening and Conflict
Active listening is challenging in calm everyday setting as we have seen. And I’m sad to report, it’s even harder in times of conflict. When your brain is under the stress of conflict, it is extremely challenging to actively listen to what someone else is saying, because in a conflict situation you likely disagree with everything that is coming out of their mouth. In conflict is where the barriers to listening we saw in a previous chapter happen the most.
Think back to the idea of inattentional blindness. How do you think that impacts you in a conflict? Have you ever thought back to a high conflict situation and realized that you missed a key piece of information that was shared? Likely because in the heat of the moment you were too focused on either getting your point across, making your case, or figuring out how to make this conflict end. Inattentional blindness in conflict means that we are likely to miss key pieces of information, verbal or nonverbal. The more effort a cognitive task requires the more likely it becomes that you’ll miss noticing something significant. This in and of itself can lead to more conflict.
Or what about the difference between the speech and thought rate? You can process information at significantly higher rate than someone can share with you. In a conflict situation, you can process every previous conversation or conflict you have had with this person and still “hear” what they said. But you aren’t really listening when that is happening.
So what can you do about these challenges in a conflict situation? First, recognize that we are all wired to be distracted AND that you will likely miss something. Second, maximize the attention you do have available by avoiding distractions. The ring of a new call or the ding of a new text are hard to resist, so make it impossible to succumb to the temptation by turning your phone off or putting it somewhere out of reach when you are driving. If you know that you will be tempted and you know that using your phone will increase inattentional blindness, you must be proactive. Third, don’t be afraid to slow down and pause a conversation because you were actively listening to someone. You build stronger relationships by showing people that you are truly listening to them and will give the hard conversations they time they deserve.
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