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Communication, Conflict

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People's conflict management styles reflect different combinations of ... Figure 17.6 The bargaining zone in classic two-party negotiation. Chapter 17 ... – PowerPoint PPT presentation

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Title: Communication, Conflict


1
Chapter 17
  • Communication, Conflict Negotiation

2
Planning Ahead Chapter 17
  • What is the communication process?
  • How can communication be improved?
  • How can we deal positively with conflict?
  • How can we negotiate successful agreements?

3
What is the Communication Process?
  • Communication.
  • An interpersonal process of sending and receiving
    symbols with messages attached to them.
  • Key elements of the communication process
  • Sender.
  • Message.
  • Communication channel.
  • Receiver.
  • Interpreted meaning.
  • Feedback.

4
What is the Communication Process?
  • Sources of noise in communication
  • Poor choice of channels.
  • Poor written or oral expression.
  • Failure to recognize nonverbal signals.
  • Physical distractions.
  • Status effects.

5
Figure 17.1 The interactive two-way process of
interpersonal communication.
6
What is the Communication Process?
  • Poor choice of channels.
  • Choose the channel that works best.
  • Written channels work for messages that
  • Are simple and easy to convey.
  • Require extensive dissemination quickly.
  • Convey formal policy or authoritative directives.
  • Spoken channels work best for messages that
  • Are complex or difficult to convey where
    immediate feedback is needed.
  • Attempt to create a supportive, even
    inspirational, climate.

7
What is the Communication Process?
  • Effective and efficient communication
  • Effective communication
  • Occurs when the intended meaning of the sender is
    identical to the interpreted meaning of the
    receiver.
  • Efficient communication
  • Occurs at a minimum resource cost.
  • Potential trade-offs between effectiveness and
    efficiency must be recognized.

8
What is the Communication Process?
  • Persuasion and credibility in communication.
  • Communication is used for sharing information and
    influencing other people.
  • Persuasion is getting someone else to support the
    message being presented.
  • Horizontal structures and empowerment are
    important contexts for persuasion.

9
What is the Communication Process?
  • Persuasion and credibility in communication
    (cont.).
  • Expert power and referent power are essential for
    persuasion.
  • Credibility involves trust, respect, and
    integrity in the eyes of others.
  • Credibility can be built through expertise and
    relationships.

10
Improving Communications
  • Active listening.
  • The process of taking action to help someone say
    exactly what he or she really means.
  • Rules for active listening
  • Listen for message content.
  • Listen for feelings.
  • Respond to feelings.
  • Note all cues, verbal and nonverbal.
  • Paraphrase and restate.

11
Improving Communication
  • Feedback.
  • The process of telling others how you feel about
    something they did or said, or about the
    situation in general.
  • Constructive feedback guidelines
  • Give it directly.
  • Make it specific.
  • Give it when the receiver is willing/able to
    accept it.
  • Make sure it is valid.
  • Give it in small doses.

12
Figure 17.2 Channel richness and the use of
communication media.
13
How can Communication be improved?
  • Ways to keep communication channels open through
    interactive management.
  • Management by wandering around (MBWA).
  • Open office hours.
  • Regular employee group meetings.
  • Computer-mediated meetings and video conferences.
  • Employee advisory councils.
  • Communication consultants.
  • 360-degree feedback.

14
How can Communication be improved?
  • Proxemics and space design.
  • Proxemics is the use of interpersonal space.
  • Interpersonal space is an important nonverbal
    cue.
  • Workspace layout is often overlooked as a form of
    nonverbal communication but is being increasingly
    recognized for its impact on communication and
    behavior.

15
How can Communication be improved?
  • Technology utilization.
  • Information technologies facilitate
    communication.
  • The electronic grapevine speeds messages and
    information from person to person.
  • Functional if information is accurate and useful.
  • Dysfunctional if information is false, distorted,
    or based on rumor.
  • E-mail privacy.
  • Employers policy on personal e-mail.
  • Dont assume that e-mail privacy exists at work.

16
Conflict Communication
  • Conflict.
  • A disagreement between people on
  • Substantive issues.
  • Emotional issues
  • Conflict that is well managed can help promote
    creativity and high performance.

17
Conflict Communication
  • Functional conflict.
  • Moderately intense conflict.
  • Constructive and stimulates people toward greater
    work efforts, cooperation, and creativity.
  • Dysfunctional conflict.
  • Low-intensity and very high-intensity conflict.
  • Destructive and hurts task performance.

18
Figure 17.3 The relationship between conflict and
performance.
19
Conflict Communication
  • Causes of conflict
  • Role ambiguities.
  • Resource scarcities.
  • Task interdependencies.
  • Competing objectives.
  • Structural differentiation.
  • Unresolved prior conflicts.

20
How can we deal positively with Conflict?
  • Structural approaches for resolving conflicts
  • Appealing to superordinate goals.
  • Making more resources available.
  • Changing the people.
  • Altering the physical environment.

21
How can we deal positively with Conflict?
  • Integrative devices for resolving conflicts
  • Using liaison personnel, special task forces,
    cross-functional teams, or a matrix organization.
  • Changing reward systems.
  • Changing policies and procedures.
  • Training in interpersonal skills.

22
How can we deal positively with Conflict?
  • Peoples conflict management styles reflect
    different combinations of cooperative and
    assertive behavior.
  • Cooperativeness is the desire to satisfy the
    other partys needs and concerns.
  • Assertiveness is the desire to satisfy ones own
    needs and concerns.

23
Conflict Management Styles
  • Avoidance (withdrawal).
  • Uncooperative and unassertive.
  • Accommodation (smoothing).
  • Cooperative and assertive.
  • Competition (authoritative command).
  • Uncooperative and assertive.
  • Compromise.
  • Moderately cooperative and assertive.
  • Collaboration (problem solving).
  • Cooperative and assertive.

24
Figure 17.4 Alternative conflict management
styles.
25
Conflict Communication
  • Conflict management styles
  • Lose-lose conflict.
  • Management by avoidance or accommodation.
  • Win-lose conflict.
  • Management by competition and compromise.
  • Win-win conflict.
  • Management by collaboration.

26
Negotiation
  • Negotiation is the process
  • of making joint decisions
  • when the parties involved
  • have different preferences.
  • All negotiation situations are susceptible to
    conflict
  • and require exceptional communication and
    interpersonal skills.

27
How can we negotiate successful agreements?
  • Negotiation goals and approaches
  • Substance goals.
  • Concerned with outcomes.
  • Tied to the content issues of negotiation.
  • Relationship goals.
  • Concerned with processes.
  • Tied to the way people work together.
  • Effective negotiations occur when
  • Issues of substance are resolved.
  • Working relationships are maintained or improved.

28
Criteria for Effective Negotiation
  • Quality.
  • Negotiating a wise agreement that is truly
    satisfactory to all sides.
  • Cost.
  • Negotiating efficiently, using minimum resources
    and time.
  • Harmony.
  • Negotiating in a way that fosters interpersonal
    relationships.

29
Negotiation
  • Gaining agreements
  • Separate the people from the problem.
  • Focus on interests, not on positions.
  • Generate many alternatives before deciding what
    to do.
  • Insist that results are based on some objective
    standard.

30
Figure 17.6 The bargaining zone in classic
two-party negotiation.
31
How can we negotiate successful agreements?
  • Common negotiation pitfalls
  • Falling prey to the myth of the fixed pie.
  • Nonrational escalation of conflict.
  • Overconfidence and ignoring others needs.
  • Too much telling and too little hearing.

32
Approaches to avoiding Negotiation Pitfalls
  • Mediation
  • Involves a neutral third party who tries to
    improve communication between negotiating parties
    and keep them focused on relevant issues.
  • Arbitration
  • Involves a neutral third party who acts as a
    judge and issues a binding decision.

33
How can we negotiate successful agreements?
  • Ethical issues in negotiation
  • High ethical standards should be maintained.
  • Profit motive and the competitive desire to win
    sometimes lead to unethical behavior.
  • Unethical negotiating behavior can lead to
    short-term gains but long-term losses.

34
Chapter 17 Review
  • What is the communication process?
  • How can communication be improved?
  • How can we deal positively with conflict?
  • How can we negotiate successful agreements?
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