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

2. 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.

3. 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.

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

5. 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

6. 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

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

8. 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 ; and R. L. Daft and R. H. Lengel, “Organizational Information Requirements, Media Richness, and Structural Design,” Managerial Science, May 1996, pp Reproduced from R. L. Daft and R. A. Noe, Organizational Behavior (Forth Worth, TX: Harcourt, 2001), p. 311.

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

10. 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.

11. 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
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.

12. 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.

13. 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

14. 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

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

16. 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.

17. 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

18. 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.

19. 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

20. 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 ; 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 ).

21. 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 •
Accommodating
decreased group
performance

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

23. 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

24. 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 ; and D. G. Pruitt and J. Rubin, Social Conflict: Escalation, Stalemate and Settlement (New York: Random House, 1986).

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

26. 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 Reprinted by permission of McGraw-Hill Education.

27. 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

28. 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.

29. 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

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

31. 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
When individuals try to create a win-win solution, this is known as integrative bargaining.

32. 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

33. 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
Closure and
implementation

34. 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

35. 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.

36. 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

37. 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

38. 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