Communication, Conflict and Negotiation

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Presentation transcript:

Communication, Conflict and Negotiation Friday, April 21, 2017 Chapter 6 Communication, Conflict and Negotiation

Questions for Consideration Questions for Consideration Friday, April 21, 2017 Communication Questions for Consideration Questions for Consideration 1. How does communication occur? 2. Are there barriers to communication? 3. How can communication be encouraged? 4. What are the current issues in communication? 5. What is conflict? 6. What are the sources of conflict? 7. How does a situation turn into a conflict? 8. What is negotiation and how does it help? This material is found in the beginning of the chapter.

Communication Problems Friday, April 21, 2017 Communication Problems People spend nearly 70 percent of their waking hours communicating—writing, reading, speaking, listening WorkCanada survey of 2039 Canadians in six industrial and service categories found 61 percent of senior executives believed that they did a good job of communicating with employees. only 33 percent of the managers and department heads believed that senior executives were effective communicators. Only 22 percent of hourly workers, 27 percent of clerical employees, and 22 percent of professional staff reported that senior executives did a good job of communicating with them. Canadians reported less favourable perceptions about their company’s communications than did Americans Material pertinent to this discussion is found on page 173.

Communication Terms Communication Sender Receiver Friday, April 21, 2017 Communication Terms Communication Sender Receiver Material pertinent to this discussion is found on page 174.

Communication Terms Message Encoding Channel Decoding Friday, April 21, 2017 Communication Terms Message Encoding Channel Decoding Material pertinent to this discussion is found on pages 174-175.

Exhibit 6-1 The Communication Process Model Friday, April 21, 2017 Exhibit 6-1 The Communication Process Model Chooses Encodes the Chooses the a message message channel Considers the receiver Sender Receiver Considers the sender Provides Decodes the feedback message

Friday, April 21, 2017 Choosing Channels Channels differ in their capacity to convey information.

Exhibit 6-2 – Information Richness of Communication Channels Friday, April 21, 2017 Exhibit 6-2 – Information Richness of Communication Channels Source: Based on R. H. Lengel and R. L. Daft, “The Selection of Communication Media as an Executive Skill,” Academy of Management Executive, August 1988, pp. 225-232; and R. L. Daft and R. H. Lengel, “Organizational Information Requirements, Media Richness, and Structural Design,” Managerial Science, May 1996, pp. 554-572. Reproduced from R. L. Daft and R. A. Noe, Organizational Behavior (Forth Worth, TX: Harcourt, 2001), p. 311.

Barriers to Effective Communication Friday, April 21, 2017 Barriers to Effective Communication Filtering Selective Perception Material pertinent to this discussion is found on pages 177-178.

Barriers to Effective Communication Friday, April 21, 2017 Barriers to Effective Communication Defensiveness Information Overload Language Material pertinent to this discussion is found on page 190.

Nonverbal Communication Friday, April 21, 2017 Nonverbal Communication Messages conveyed through body movements, facial expressions, and the physical distance between the sender and the receiver Kinesics Proxemics Material pertinent to this discussion is found on pages 180-181. Nonverbal communication includes messages conveyed through body movements, the intonations or emphasis we give to words, facial expressions (formally known in academe as kinesics), and the physical distance between the sender and receiver. Discussing this is a great opportunity for the instructor to have some fun with asking students to express ideas nonverbally. Ask students to express to you nonverbally ideas like “I really agree!” “I don’t buy that” “What a great person” “What a jerk!” This exercise will be entertaining, and will illustrate quite well the persuasiveness of nonverbal communication.

Silence as Communication Friday, April 21, 2017 Silence as Communication Defined as an absence of speech or noise Not necessarily inaction Individuals should be aware of what silence might mean in any communication. Material pertinent to this discussion is found on page 197.

Communication Barriers Between Men and Women Friday, April 21, 2017 Communication Barriers Between Men and Women Men use talk to emphasize status, women use it to create connection Women and men tend to approach points of conflict differently Material pertinent to this discussion is found on pages 182-183.

Communication Barriers Between Men and Women Friday, April 21, 2017 Communication Barriers Between Men and Women Men and women view directness and indirectness differently Men criticize women for apologizing, but women say “I’m sorry” to express empathy Material pertinent to this discussion is found on pages 182-183.

Cross-Cultural Communication Difficulties Friday, April 21, 2017 Cross-Cultural Communication Difficulties Sources of barriers Semantics Word connotations Tonal differences

Cross-Cultural Communications: Helpful Rules Friday, April 21, 2017 Cross-Cultural Communications: Helpful Rules Assume differences until similarity is proven. Emphasize description rather than interpretation or evaluation. Practise empathy. Treat your interpretations as a working hypothesis. Material pertinent to this discussion is found on page 183.

Friday, April 21, 2017 Effective Listening If you want to improve your listening skills, look to these behaviours as guides Make eye contact Exhibit affirmative head nods and appropriate facial expressions. Avoid distracting actions or gestures. Ask questions. Paraphrase. Avoid interrupting the speaker. Don’t over talk. Make smooth transitions between the roles of speaker and listener. Material pertinent to this discussion is found on pages 206-207.

Friday, April 21, 2017 Conflict A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect something that the first party cares about. Functional Dysfunctional Material pertinent to this discussion is found on page 187.

Types of Conflict Cognitive Affective Friday, April 21, 2017 Types of Conflict Cognitive Conflict related to differences in perspectives and judgments Affective Emotional conflict aimed at a person rather than an issue Material pertinent to this discussion is found on pages 194-195.

Exhibit 6-5 Conflict Intensity Continuum Friday, April 21, 2017 Exhibit 6-5 Conflict Intensity Continuum Annihilatory Overt efforts to destroy conflict the other party Aggressive physical attacks Threats and ultimatums Assertive verbal attacks Material pertinent to this illustration is found on page 201. Overt questioning or challenging of others Minor disagreements or No misunderstandings conflict Sources: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 93-97; and F. Glasl, “The Process of Conflict Escalation and the Roles of Third Parties,” in Conflict Management and Industrial Relations, ed. G. B. J. Bomers and R. Peterson (Boston: Kluwer-Nijhoff, 1982), pp. 119-140).

Exhibit 6-4 How Conflict Builds Friday, April 21, 2017 Exhibit 6-4 How Conflict Builds Conflict-handling Outcomes Intentions • Competing • Functional: • Collaborating increased • Compromising performance Behaviour • Avoiding • Dysfunctional: Material pertinent to this illustration is found on pages 189-190. • Accommodating decreased group performance

Conflict handling intentions Friday, April 21, 2017 Conflict handling intentions Two Dimensions Cooperativeness Assertiveness Material pertinent to this discussion is found on pages 190-192.

Five Conflict-Handling Strategies Friday, April 21, 2017 Five Conflict-Handling Strategies Forcing. Problem solving Avoiding Yielding Compromising Material pertinent to this discussion is found on pages 203-204.

Exhibit 6-6 Conflict-Handling Strategies and Accompanying Behaviours Friday, April 21, 2017 Exhibit 6-6 Conflict-Handling Strategies and Accompanying Behaviours Uncooperative Cooperative COOPERATIVENESS Trying to satisfy the other person’s concerns Forcing Satisfying one’s own interests without concern for the other’s interests • Make threats and bluffs • Make persuasive arguments • Make positional commitments Problem solving Clarifying differences to find mutually beneficial outcomes • Exchange information about priorities and preferences • Show insights • Make trade-offs between important and unimportant issues Compromising r Giving up something to reach an outcome (done by both parties) • Match other’s concessions • Make conditional promises and threats • Search for a middle ground A voiding Withdrawing from or ignoring conflict • Don’t think about the issues Yielding Placing the other’s interests above one’s own • Make unilateral concessions • Make unconditional promises • Offer help ASSERTIVENESS Trying to satisfy one’s own concerns ’ Unassertive Assertive Sources: Based on K. W. Thomas, “Conflict and Negotiation Processes in Organizations,” in Handbook of Industrial and Organizational Psychology, vol. 3, 2nd ed., ed. M. D. Dunnette and L. M. Hough (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668; C. K. W. De Dreu, A. Evers, B. Beersma, E. S. Kluwer, and A. Nauta, “A Theory-Based Measure of Conflict Management Strategies in the Workplace,” Journal of Organizational Behavior 22, no. 6 (September 2001), pp. 645-668; and D. G. Pruitt and J. Rubin, Social Conflict: Escalation, Stalemate and Settlement (New York: Random House, 1986).

Factors That Lead to Personality Conflicts Friday, April 21, 2017 Factors That Lead to Personality Conflicts Misunderstandings Intolerance Perceived inequalities Falsehoods Blaming

Tips for Employees Having a Personality Conflict Friday, April 21, 2017 Tips for Employees Having a Personality Conflict Communicate directly with the other person to resolve the perceived conflict. Avoid dragging co-workers into the conflict. If necessary, seek help from direct supervisors or human resource specialists. Source: R. Kreitner and A. Kinicki, Organizational Behavior, 6th ed. (New York: McGraw-Hill, 2004), p. 492, Table 14-1. Reprinted by permission of McGraw-Hill Education.

Friday, April 21, 2017 Conflict Outcomes Functional (supports the goals of the group and improves performance) Dysfunctional (hinders group performance) Material pertinent to this illustration is found on pages 192-193.

Friday, April 21, 2017 Negotiation A process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them Material pertinent to this discussion is found on page 195.

Issues, Positions and Interests Friday, April 21, 2017 Issues, Positions and Interests Individuals have issues, positions, and interests Issues are items that are specifically placed on the bargaining table for discussion Positions are the individual’s stand on the issue Interests are the underlying concerns that are affected by the negotiation resolution Material pertinent to this discussion is found on pages 195-196.

Types of Bargaining Distributive bargaining Integrative bargaining Friday, April 21, 2017 Types of Bargaining Distributive bargaining Integrative bargaining

Exhibit 6-9 Distributive versus Integrative Bargaining Friday, April 21, 2017 Exhibit 6-9 Distributive versus Integrative Bargaining Bargaining Distributive Integrative Characteristic Bargaining Bargaining Available resources Primary motivations Primary interests Focus of relationships Fixed amount of resources to be divided I win, you lose Opposed to each other Short term Variable amount of resources to be divided I win, you win Convergent or congruent with each other Long term Material pertinent to this discussion is found on pages 196-197. When individuals try to create a win-win solution, this is known as integrative bargaining.

How to Negotiate Five steps to negotiation: Identify BATNA: Friday, April 21, 2017 How to Negotiate Five steps to negotiation: Developing a strategy. Definition of ground rules. Clarification and justification. Bargaining and problem solving. Closure and implementation. Identify BATNA: Best Alternative To a Negotiated Agreement. Material pertinent to this information is found on pages 206-207.

Exhibit 6-8 The Negotiation Process Friday, April 21, 2017 Exhibit 6-8 The Negotiation Process Developing a strategy Defining ground rules Clarification and justification Material pertinent to this illustration is found on page 207. Bargaining and problem solving Source: This model is based on R. J. Lewicki, “Bargaining and Negotiation,” Exchange: The Organizational BehaviorTeaching Journal 6, no. 2 (1981), pp. 39-40. Closure and implementation

Exhibit 6-9 Staking Out the Bargaining Zone Friday, April 21, 2017 Exhibit 6-9 Staking Out the Bargaining Zone $400 $475 $525 $600 Buyer’s aspiration range Seller’s aspiration range Bargaining Zone Buyer’s Seller’s Buyer’s Seller’s target resistance resistance target point point point point

Getting to Yes Separate the people from the problem. Friday, April 21, 2017 Getting to Yes Separate the people from the problem. Focus on interests, not positions. Look for ways to achieve mutual gains. Use objective criteria to achieve a fair solution.

Summary and Implications: Communication Friday, April 21, 2017 Summary and Implications: Communication A common theme regarding the relationship between communication and employee satisfaction Less distortion in communication equals: Ambiguity between verbal and nonverbal communiqués increase uncertainty and reduce satisfaction The goal of perfect communication is unattainable The issue of communication is critical to motivation Material pertinent to this discussion is found on pages 198-199.

Summary and Implications Friday, April 21, 2017 Summary and Implications Conflict can be either constructive or destructive to the functioning of a group. An optimal level of conflict: Inadequate or excessive levels of conflict can hinder group effectiveness. Material pertinent to this discussion is found on pages 198-199.

Summary and Implications Friday, April 21, 2017 Summary and Implications Don’t assume there's one conflict-handling intention that is always best. Negotiation is an ongoing activity in groups Intergroup conflicts can also affect an organization’s performance. Material pertinent to this discussion is found on pages 198-199.