comm in ication

7/30/2019 Comm in Ication

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COMMUNICATION

The process of sending and receivingsymbols with meanings attached.


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COMMUNICATION

1. Effective communication occurs when theintended meaning of the sender and the

interpreted meaning of the receiver are one and

the same.


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COMMUNICATION



the same.

2. Efficient communication occurs at minimum costin terms of resources (particularly time) expended.


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COMMUNICATION



the same.

2. Efficient communication occurs at minimum costin terms of resources (particularly time) expended.

3. Efficient communications are not always effective.Potential trade-offs between effectiveness andefficiency must be recognized in communication.


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IMPROVING COMMUNICATION

ACTIVE LISTENING: the process of taking action to helpthe source of a message say exactly what he or shereally means.


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Five Rules:


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Five Rules:

1. Listen for message content


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Five Rules:


2. Listen for feelings


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Five Rules:



3. Respond to feelings


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Five Rules:



3. Respond to feelings4. Note all cues


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Five Rules:



3. Respond to feelings4. Note all cues

5. Paraphrase and restate


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FEEDBACK

The process of telling others howyou feel about something they did

or said, or about the situation ingeneral.


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FEEDBACK

When poorly done, feedback can bethreatening to the recipient and cause

resentment.


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FEEDBACK

When poorly done, feedback can bethreatening to the recipient and cause

resentment.

When properly done, feedback can be

listened to, accepted, and used to goodadvantage by the receiver.


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CONSTRUCTIVE FEEDBACK GUIDELINES

1. Give feedback directly and with realfeeling, based on trust.


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1. Give feedback directly and with real feeling, based ontrust.

2. Make feedback specific rather thangeneral; using good, clear, and recentexamples.


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2. Make feedback specific rather than general; using good,

clear, and recent examples.

3. Give feedback when receiver seems mostwilling or able to accept it.


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2. Make feedback specific rather than general; using good,

clear, and recent examples.3. Give feedback when receiver seems most willing or able

to accept it.

4. Make sure it is valid and limited to thingsthe receiver can do something about.


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2. Make feedback specific rather than general; using good,clear, and recent examples.

3. Give feedback when receiver seems most willing or ableto accept it.

4. Make sure it is valid and limited to things the receiver cando something about.

5. Give feedback in small doses; nevermore than the receiver can handle at onetime.


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1. Give feedback directly and with real feeling,based on trust.

2. Make feedback specific rather than general;

using good, clear, and recent examples.

3. Give feedback when receiver seems mostwilling or able to accept it.

4. Make sure it is valid and limited to things the

receiver can do something about.

5. Give feedback in small doses; never more thanthe receiver can handle at one time.


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PERSUASION AND CREDIBILITY IN COMMUNICATION

1. Communication is not always aboutsharing information; sometimes it isabout influencing another person in a

desired way.


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1. Communication is not always aboutsharing information; sometimes it isabout influencing another person in a

desired way.

2. Persuasion is getting someone else

to support the message beingpresented.


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1. Communication is not always about sharinginformation; sometimes it is about influencinganother person in a desired way.

2. Persuasion is getting someone else to supportthe message being presented.

3. Persuasion occurs very frequently inhorizontal structures and within the context ofempowerment.


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4. The personal power bases of expertise andreference are essential for persuasion.


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4. The personal power bases of expertise andreference are essential for persuasion.

5. Taking bold stands or arguing aggressively

often leads to counter persuasion becausethe persons credibility trust, respect, andintegrity in the eyes of others is destroyed.


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Ways of building credibility:

a.Building credibility through expertise requiresknowledge about the issue in question and/or a

successful prior track record at dealing with similar

issues.


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Ways of building credibility:

a.Building credibility through expertise requiresknowledge about the issue in question and/or a

successful prior track record at dealing with similar

issues.

b.Building credibility through relationshipsrequires having a good working relationship with

the person to be persuaded.


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BARRIERS TO EFFECTIVE COMMUNICATION

Noise anything that interferes withcommunication effectiveness.


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Noise anything that interferes with communicationeffectiveness.

1. Poor choice of channel

The medium through which the message issent.


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The medium through which the message is sent.2. Poor written or oral expression


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3. Failure to recognize non-verbal signals

Gestures, body language, mixed message


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4. Physical distraction


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4. Physical distraction

5. Status Effects

Filterting the intentional distortion of

information to make it favorable to the

recipient.


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CHANNEL RICHNESS AND USE OF

COMMUNICATION MEDIA

Low High

RichnessRichness

Richness of Communication

- Impersonal -Personal

- One-way - Two-way

- Fast - Slow

PostingsE-bulletins

Memos,

lettersE-mail

Voice mail

Tele.,

emtg

s

Face-to-

face mtgs


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STEPS TO KEEP COMMUNICATION CHANNELS

OPEN

1. Management by walking around(MBWA)


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OPEN


2. Proxemics and Space Design


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OPEN



3. Technology Utilization


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OPEN



3. Technology Utilization

4. Valuing Culture and Diversity


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PERCEPTIONThe process through which people receive, organize,and interpret information from the environment.


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Attribution the process of developingexplanations for events.


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Attribution Errorblaming another personsperformance failures more on the person himself

than to external factors relating to the environment.


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Attribution Errorblaming another personsperformance failures more on the person himself

than to external factors relating to the environment.

Self-serving bias explaining personal successby internal causes and personal failures by

external causes.


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PERCEPTION AND COMMUNICATIONS

Message

Feedback

Perceptual Distortions-

Senders

Perception

SENDER

Receivers

perception

RECEIVER


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PERCEPTION AND COMMUNICATIONS

Message

Feedback

Perceptual Distortions

- Stereotypes- Halo effects

- Selective perceptions

- Projection

Senders

Perception

SENDER

Receivers

perception

RECEIVER


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Perceptual tendencies and distortions.

A stereotype occurs when someone is identified with a group orcategory, and then oversimplified attributes associated with

the group or category are used to describe the individual.


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A halo effect occurs when one attribute is used to develop an

overall impression of a person or situation.


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Selective perception is the tendency to single out for attentionthose aspects of a situation or a person that reinforce or

appear consistent with ones existing beliefs, values, or

needs.


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Selective perception is the tendency to single out for attentionthose aspects of a situation or a person that reinforce or

appear consistent with ones existing beliefs, values, or

needs.

Projection is the assignment of personal attributes to otherindividuals.


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THE NATURE OF CONFLICT

Conflict is a disagreement between people onsubstantive or emotional issues.


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Substantive conflicts involve disagreements over

such things as goals and tasks, allocation ofresources, distribution of rewards, policies and

procedures, and job assignments.


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Substantive conflicts involve disagreements over

such things as goals and tasks, allocation ofresources, distribution of rewards, policies and

procedures, and job assignments.

Emotional conflicts arise from feelings of anger,distrust, dislike, fear, and resentment, as well as

from personality clashes and relationship

problems.


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FUNCTIONAL AND DYSFUNCTIONAL CONFLICT


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Functional conflict, or constructive conflict,stimulates people toward greater work efforts,

cooperation, and creativity.


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Functional conflict, or constructive conflict,stimulates people toward greater work efforts,

cooperation, and creativity.

Dysfunctional conflict, or destructive conflict, hurtstask performance.


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COMMUNICATION AND CONFLICT MANAGEMENT

Positive Moderate

Impact on levels of conflict

are constructive

Neutral

Performance Too little or too much conflict

is destructive

Negative

Low Intensity of Conflict High


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COMMUNICATION AND CONFLICT MANAGEMENT

Positive Moderate

Impact on levels of conflict

are constructiveFunctional Conflict

Neutral

Performance Too little or too much conflict

is destructive

Negative Dysfunctional Conflict

Low Intensity of Conflict High


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CAUSES OF CONFLICT

1. Role ambiguities unclear job expectations and

other task uncertainties.


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CAUSES OF CONFLICT



2. Resource scarcities

sharing resources withothers or competing for resources.


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CAUSES OF CONFLICT



2. Resource scarcities

sharing resources withothers or competing for resources.

3. Task interdependencies dependence of

individuals or groups on each other in order toperform well.


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CAUSES OF CONFLICT (continued)

4. Competing objectivespoorly set objectives or

poorly designed reward systems may pit

individuals and groups against each other.


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5. Structural differentiation differences in

organization structures and the people staffing

them.


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5. Structural differentiation differences in

organization structures and the people staffing

them.

6. Unresolved prior conflictsunless a conflict is

fully resolved, it may remain latent and re-emerge.


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How to deal with conflict

a. Appealing to superordinate goals that focus the attentionof the conflicting parties on one mutually desirable endstate.


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a.Appealing to superordinate goals that focus the attentionof the conflicting parties on one mutually desirable endstate.

b. Making more resources available to everyone.


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c. Changing the people by replacing or transferring one ormore of the conflicting parties.


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d. Altering the physical environment by rearrangingfacilities, workspace, and workflows to reduceopportunities for conflict.


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d. Altering the physical environment by rearrangingfacilities, workspace, and workflows to reduceopportunities for conflict.


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CONFLICT MANAGEMENT STYLES

a.Cooperativeness is the desire to satisfy the otherpartys needs and concerns.

b.Assertiveness is the desire to satisfy ones ownneeds and concerns.

High


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Accommodation orSmoothing

____________________Playing down the conflict and

seeking harmony amongparties

Collaboration orProblem Solving

_________________

Searching for a solution thatmeets each others needs

Avoidance_________________

Denying the existence of

conflict and hiding ones true

feelings

Competition or

AuthoritativeCommand

______________________

Forcing a solution to impose

ones will on the other party

CompromiseBargaining for gains and losses to each

party

g

Low

Low High

Degree ofCooperativeness

Degree ofAssertiveness

ALTERNATIVE CONFLICT MANAGEMENT STYLES


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Negotiation is a problem-solving process in which

two or more people voluntarily discuss their

differences and attempt to reach a joint decision on

their common concerns.

Christopher W. Moore, PhD

NEGOTIATION


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Negotiation requires participants to identify issues

about which they differ, educate each other about

their needs and interests, generate possiblesettlement options and bargain over the terms of the

final agreement.

Christopher W. Moore, PhD

NEGOTIATION

El t f N ti ti


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Elements of Negotiation

1. Negotiation is primarily a two-party orinterpersonal processtwo individuals, twogroups, two organizations.

El t f N g ti ti


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1. Negotiation is primarily a two-party or

interpersonal processtwo individuals, two

groups, two organizations.

2. The parties have a conflict in interest.



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1. Negotiation is primarily a two-party orinterpersonal processtwo individuals, two


2. The parties have a conflict in interest.3. Negotiation is largely a voluntary activity.



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4. Negotiations involve the management oftwokinds of entities: the tangibles and

intangibles.



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4. Negotiations involve the management of two

kinds of entities: the tangibles and intangibles.

5. It is a process of give and take.

NEGOTIATION GOALS AND APPROACHES


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Two Important Goals:

1. Substance Goalsconcerned withoutcomes, tied to content



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Two Important Goals:

1. Substance Goalsconcerned withoutcomes, tied to content

2. Relationship Goalsconcerned withprocesses, tied to way people work togetherwhile negotiating and how they will be able to

work again in the future.



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Two Approaches:

1. Competitive or Distributive Negotiationfocuses on claims made by each party for

certain preferred outcomes.



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Two Approaches:

1. Competitive or Distributive Negotiationfocuses on claims made by each party for

certain preferred outcomes.2. Principled or Integrative Negotiation

focuses on substance and the interests of all

parties.


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THREE CRITERIA FOR EFFECTIVE NEGOTIATION

a. Qualitynegotiating a wise agreement that istruly satisfactory to all sides.

b. Cost negotiating efficiently, using up minimumresources and time.

c. Harmony negotiating in a way that fosters,

rather than inhibits, interpersonal relationships.


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GAINING INTEGRATIVE AGREEMENT

Four rules of principled negotiation:


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1. Separate the people from the problem.


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2. Focus on interests, not position.


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2. Focus on interests, not position.3. Generate many alternatives before deciding

what to do.


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what to do.

4. Insist that results are based on some

objective standard.


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what to do.

4. Insist that results are based on some

objective standard.

GAINING INTEGRATIVE AGREEMENTS


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GAINING INTEGRATIVE AGREEMENTS(continued)

Two important foundations for integrative agreements:



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1. Attitudinal Foundation willingness to trust, shareinformation with, and ask reasonable questions.



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2. Informational Foundation each party knowing what isreally important to them and finding out what is really

important to the other party. Both parties should

understand theirbest alternatives to a negotiatedagreement (BATNA).



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2. Informational Foundation each party knowing what isreally important to them and finding out what is really

important to the other party. Both parties should

understand theirbest alternatives to a negotiatedagreement (BATNA).

BATNA - Knowing What will I do if an agreement cant

be reached?

THE BARGAINING ZONE IN CLASSIC TWO-PARTY NEGOTIATION.


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Bargaining Zone

P 400Mi

P 1000Ui

Mi = Managements initial offer Ui = Unions initial offer.

THE BARGAINING ZONE IN CLASSIC TWO-PARTY NEGOTIATION.


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Bargaining Zone

P 400Mi

P 500Ur

P 700Mr

P 1000Ui

Mi = Managements initial offerUr =Unions minimum reservation

point

Mr = Managements maximum reservationpoint

Ui = Unions initial offer.

NEGOTIATION PITFALLS


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Four negotiation pitfalls that can be avoided byproper discipline and personal attention:



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1. Falling prey to the myth of the fixed pie.



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2. Non-rational escalation of the conflict.



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2. Non-rational escalation of the conflict.3. Overconfidence and ignoring the other partys

needs.



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2. Non-rational escalation of the conflict.3. Overconfidence and ignoring the other partys

needs.

4. Tendency to do too much telling and too little

hearing.

ALTERNATIVE DISPUTE RESOLUTION


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ALTERNATIVE DISPUTE RESOLUTION

MEDIATION

In mediation a neutral party tries to help conflictingparties improve communication to resolve their dispute.

ARBITRATION

In arbitration a neutral third party issues a bindingdecision to resolve a dispute.

ETHICAL ISSUES IN NEGOTIATION


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1. Managers, and other negotiators, should maintain

high ethical standards when negotiating.



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2. Motives for unethical negotiation. Overemphasis of the profit motive.

Competitive desire to win a negotiation.



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2. Motives for unethical negotiation. Overemphasis of the profit motive.

Competitive desire to win a negotiation.

3. Tendency for rationalization. The results justifythe means.

ETHICAL ISSUES IN NEGOTIATION(continued)


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ETHICAL ISSUES IN NEGOTIATION(continued)

While acceptance of and rationalizations ofunethical negotiating behavior can lead toshort-run gains---

---long-run losses may also accrue as theother parties lose their trust in the

negotiator or seek revenge.

comm in ication

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