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Improving Communications and Managing Conflict

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Nonverbal communication initiation. cont. ... Rank withholding communication because of the ... You can show you are listening by using nonverbal responses. ... – PowerPoint PPT presentation

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Title: Improving Communications and Managing Conflict


1
CHAPTER 4
  • Improving Communications and Managing Conflict

2
Barriers to Communication
  • Lying is a major barrier.
  • Lying is deliberate deception of others to their
    detriment or your gain.
  • Sometimes it is possible to detect when a person
    is lying.

cont.
3
Barriers to Communication Lying
  • Facial indicators
  • Eye contact.
  • Blink rate.
  • Pupil dilation.
  • Facial expression balance.
  • Blushing.
  • General indicators
  • Sweating.
  • Expression duration.
  • Expression initiation.
  • Nonverbal communication initiation.

cont.
4
Barriers to Communication
  • Perceptions past experience, current mood, and
    attitudes.
  • Emotions saying things we dont mean.
  • Overeagerness to respond thinking about your
    response rather than what the other person is
    saying.
  • This shows that your are not listening to the
    sender.

cont.
5
Barriers to Communication
  • Snap judgments an instant conclusion made
    with insufficient data.
  • Closed words words that eliminate the
    possibility of exceptions.
  • Attacking the individual criticizing people or
    their appearance, rather than what they have to
    say.

cont.
6
Barriers to Communication
  • Judging stating opinions, rather than facts.
  • Rank withholding communication because of the
    other persons status or station in the
    organization.
  • Credibility gaps when a person is not
    believable, or is untrustworthy.

cont.
7
Barriers to Communication
  • Gatekeepers individuals who control access to
    someone else.
  • Noise loud sounds or other types of
    interference.
  • Wasting the thought-speech rate differential
    people think faster than others speak. What do
    they do with that time? Listen or daydream or ???

cont.
8
Barriers to Communication
  • Poor listening hearing, but not listening
    (attending to) communications.
  • Verbal cocoons being isolated from
    communications.

9
Listening
  • Five listening concepts
  • People perform better when they know others
    listen to them.
  • Listening to little complaints now can avoid
    having to listen to big complaints later.
  • Important decision-making facts can be obtained
    through listening.

cont.
10
Listening
  • Five listening concepts
  • Not listening and then jumping to conclusions can
    cause you to lose the respect of others.
  • Listening requires concentration listening means
    you are consciously attending to what you hear.

cont.
11
Listening
  • Listening is a skill that can and should be
    developed.
  • You can show you are listening by using nonverbal
    responses.
  • Examples of nonverbal responses include nodding,
    a casual remark, or the echo.

cont.
12
Listening
  • Open-ended questions can be used to solicit a
    response.
  • A closed question allows someone to answer with a
    yes or no.
  • An open question requires the person to
    elaborate, giving you more information and
    showing that you are willing to listen.

cont.
13
Listening
  • Do...
  • Show interest.
  • Express empathy.
  • Be silent when necessary.
  • Eliminate distractions.
  • Allow adequate time.
  • Dont...
  • Argue.
  • Interrupt.
  • Engage in other activities.
  • Pass judgment too quickly.
  • Jump to conclusions.

14
Breaking Communication Barriers
  • Encourage upward communication.
  • Have an open-door policy.
  • Use face-to-face communications whenever
    possible.
  • Avoid credibility gaps.
  • Write for understanding.

cont.
15
Breaking Communication Barriers
  • Watch your timing.
  • Be sensitive to the feelings and needs of others.
  • Identify and manage conflict.

16
Conflict Management
  • Positive conflict conflict ending in mutual
    satisfaction.
  • Negative conflict conflict in which one or more
    parties will be unsatisfied with the way the
    conflict ends.

cont.
17
Conflict Management
  • Negative conflict characteristics
  • Feud mentality.
  • Going for broke.
  • Me syndrome.
  • You syndrome.

cont.
18
Conflict Management
  • Positive conflict characteristics
  • Problem-solving mentality.
  • Going for mutual satisfaction.
  • Everyone syndrome.
  • Just the facts.

cont.
19
Conflict Management
  • Negative conflict
  • Feud mentality The conflict pits one group
    against another us versus them thinking.
  • Positive conflict
  • Problem-solving mentality All involved are
    trying to solve a problem, rather than fight the
    other side us versus them problem thinking.

cont.
20
Conflict Management
  • Negative conflict
  • Going for broke Each side wants it all. No
    compromise our way is the only way. Winner takes
    all, but even the winner may be bitter after the
    experience.
  • Positive conflict
  • Going for mutual satisfaction All sides work to
    solve the problem for everyone. Everyone wins,
    rather than compromises.

cont.
21
Conflict Management
  • Negative conflict
  • Me syndrome Each side can only see their side.
    They dont see the point of view of the other
    side at all.
  • Positive conflict
  • Everyone syndrome Each side sees the needs of
    the other. All concerns are presented and the
    solution handles them all.

cont.
22
Conflict Management
  • Negative conflict
  • You syndrome The conflict occurs at a personal
    level. Individuals are attacked people are
    criticized.
  • Positive conflict
  • Just the facts The discussion is on the facts,
    not on the feelings of the people involved in the
    conflict.

cont.
23
Conflict Management
  • Conflict resolution guidelines
  • Treat others with respect, even if you disagree
    with them.
  • Be convinced that everyone has enough in common
    to make a satisfactory resolution possible.
  • Concentrate on the problem.

cont.
24
Conflict Management
  • Conflict resolution guidelines
  • Avoid name-calling, ego-involvement, and closed
    words.
  • Report facts, not your own value judgments.
  • Use descriptive terms avoid strong,
    emotion-laden words.

cont.
25
Conflict Management
  • Conflict resolution guidelines
  • Be specific avoid generalities.
  • Discuss issues most open to change, avoiding
    those with little or no chance of change.
  • Discuss one issue at a time dont bring up
    unrelated issues.

cont.
26
Conflict Management
  • Conflict resolution guidelines
  • Project a positive image. Walk in totally
    convinced that everything can be worked out to
    everyones satisfaction.

27
Conflict Perspectives
  • The conflict demand what you are asking for.
  • The conflict threat what happens if your
    conflict demand is not met.
  • The conflict offer what you have to give if
    your conflict demand is met.
  • Mutual Conflict - results in mutual
    satisfaction for all involved

cont.
28
Conflict Perspectives
  • Seven situational elements
  • Interests the primary cause of the conflict,
    often unstated.
  • Options alternatives that will resolve a
    conflict.
  • Legitimacy support from an outside source that
    an option is fair.

cont.
29
Conflict Perspectives
  • Seven situational elements
  • Relationships those that exist before, and
    especially after, the conflict resolution must be
    taken into consideration.
  • Communication clear, direct, and proprietary
    communications are needed.

cont.
30
Conflict Perspectives
  • Seven situational elements
  • Commitments prior commitments and those needed
    to resolve the conflict may make resolution
    difficult.
  • Alternatives the consequences of not resolving
    a conflict, like creating a remembered pain.
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