Quotes About Communication

The young are not curious about their elders, they just accept them for what they are. But I wish now I could go back and ask her about her life, fill in all those gaps. But of course, you can't go back.

Depending on the inflection, ah bon can express shock, disbelief, indifference, irritation, or joy - a remarkable achievment for two short words.

I called Monsieur Menicucci, and he asked anxiously about my pipes. I told him they were holding up well. "That pleases me," he said, "because it is minus five degrees, the roads are perilous, and I am fifty-eight years old. I am staying at home." He paused, then added, "I shall play the clarinet.

He paused again. "Hello?" he called out. "Yoo-hoo!

More than twenty years ago, Peter Drucker described managers as "relays—human boosters for the faint, unfocused signals that pass for information in the traditional, pre-information organization.

We must go from boxes to arrows. Tomorrow belongs to those who connect.

Truth has to be a little ruthless. Otherwise it gets softened. Diluted. Changed from what people need to hear to what they want to hear.

There's no such thing as an actor giving positive criticism to a director. The minute you say 'Don't you think it would look nicer...', that director's going to hate your guts. Particularly if it's a good idea.

A satisfactory translation is not always possible, but a good translator is never satisfied with it. It can usually be improved. (Newmark)

The likelihood of meeting anyone who wouldn't make him feel even lonelier seemed increasingly remote. Life was a dwindling process now, not a building proposition. He couldn't imagine being with someone new, opening up, feeling appreciated and understood, without having to explain his dubious non sequiturs and increasingly arcane or redundant frame of reference.

Once someone loses trust, that's it, Gerald. It's gone. It's broken. You can't repair it with explanations. You can't wheedle trust back from someone.

Although leaders and followers are closely linked, it is the leader who often initiates the relationship, creates the communication linkages, and carries the burden for maintaining the relationship.

Peers can be the best teachers, because they're the ones that remember what it's like to not understand.

To summarize, the particular song a male sings, and the behavioral responses of females to song and morphological signals, are not genetically inherited in a fixed manner but are determined by learning early in life.

Banks felt more alone and further away for having just talked to Sophia than he had before her call. But it was always like that - the telephone might bring you together for a few moments, but there's nothing like it for emphasising distance.

You can still talk with her," Iceland said. "It will take time. Everything you need to know is inside you, the same as it's inside her. You'll figure out how to talk to each other. You'll have to figure out how to listen, to understand." "I'm listening," I said. "I will.

Here in the notebooks I've let it out, I've collected all these different words. The ones in the yellow notebook, they found me, they find me still. They are the words that came from beyond, because I was ready to receive them. And then the rest of the words, these words I'm writing now--they don't feel so different, they also come through me. I listen in; I intercept them. I receive these words and send them out again, so they can reach the next person.

If we imagine that our words are like arrows, then we can say that those arrows always fall short of the heavenly realm to which we aim them. In short, an emerging discourse acknowledges that speaking of God is never speaking of God but only ever speaking about our understanding of God.

In contrast, parables represent a mode of communicating that cannot be heard without being heeded, in which the only evidence of having "heard" its message is in the fleshly incarnation of that message.

The manager who understands what her employees want and need must seldom resort to the authority of the org chart or the paycheck. Taking a third-level approach, the smart manager doesn't scream the truth, but whispers messages that make others feel strong and successful. Only then are great change and real leadership possible.

Every time I make an assumption about someone who has hurt or disappointed me without confirming it, I believe a lie about this person in my head. This assumption is a misrepresentation of reality. Because I have not checked it out with the other person, it is very possible I am believing something untrue. It is also likely I will pass that false assumption around to others.

When, out of fear, we avoid conflict and appease people, we are false peacemakers. For

We view conflict as a sign that something is wrong, so we do whatever we can to avoid it. We prefer to ignore difficult issues and settle for a false peace, hoping our difficulties will somehow disappear on their own. They don't.

God intends that we mature in learning to recognize how he speaks and guides us through our feelings.