Communication and Interpersonal Skills
This domain tests the mechanics of effective workplace communication: choosing the right channel, listening accurately, giving feedback that can be acted on, and managing disagreement without escalation.
Core rules
- The basic model runs sender, encoding, channel, noise, receiver, decoding, feedback. Most failures occur at encoding or because feedback was never sought.
- Choose the channel by complexity and need for a record: complex or sensitive matters are spoken first and confirmed in writing; simple confirmations can be written once.
- Active listening means paraphrasing, summarising and asking open questions to test understanding, not waiting for your turn to speak.
- Use situation–behaviour–impact feedback: describe the specific occasion, the observable behaviour and its effect, then request a change. Avoid character judgements.
- Plain language: short sentences, active voice, defined jargon, one idea per paragraph.
- Avoid leading questions ('You did send it, didn't you?') when you need accurate information.
Worked example
A colleague submits data late for the third week running. Instead of 'You're unreliable', use SBI: 'At Monday's deadline (situation) the figures arrived on Wednesday (behaviour), so the board pack went out without them (impact). Can we agree a Thursday handover instead?' Reasoning: it names facts the colleague can verify, avoids defensiveness, and proposes a workable fix.
Traps that cost marks
- Assuming an email has been read because it was sent.
- Using 'yes, but', which cancels the acknowledgement that preceded it.
- Escalating to a manager before attempting a direct, specific conversation.