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The Importance of NegotiationProblem Solving & Decision
MakingCommunication & Conflict Styles
Small Group Communication
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SMALL GROUP COMMUNICATIONSMALL GROUP COMMUNICATION ““individuals who interact verbally and nonverbally, occupy individuals who interact verbally and nonverbally, occupy
certain roles with respect to one another, and cooperate to certain roles with respect to one another, and cooperate to accomplish a goal” accomplish a goal” (Gamble & Gamble)(Gamble & Gamble)
“…“…interaction among a small group of people [3-12] who interaction among a small group of people [3-12] who share a common purpose, or goal, who feel a sense of share a common purpose, or goal, who feel a sense of belonging to the group, and who exert influence on one belonging to the group, and who exert influence on one
another.”another.” ((Beebe & Masterson)Beebe & Masterson)
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Where do groups/teams form?Where do groups/teams form?
There is a contextual application for the formation of groups/teams: · work · family · social · religious · self-help groups · activist causes · school
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Primary Groups: Primary Groups: fulfill basic need to associate with othersfulfill basic need to associate with others
·· FamilyFamily
· · Friends Friends
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Secondary Groups:Secondary Groups:accomplish a task, or achieve a goalaccomplish a task, or achieve a goal
Problem solvingProblem solving Decision makingDecision making Study groupsStudy groups Therapy groupsTherapy groups CommitteesCommittees
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GROUPS TEAMS
Roles and Responsibilities
Roles/responsibilities Roles/responsibilities may be discussed, but may be discussed, but not always explicitly not always explicitly defined or developeddefined or developed
Roles and responsibilities Roles and responsibilities are clearly developed and are clearly developed and discusseddiscussed
Rules Rules and expectations Rules and expectations are often not formally are often not formally developed and evolve developed and evolve according to the according to the group’s needsgroup’s needs
Rules and operating Rules and operating procedures are clearly procedures are clearly discussed and developed discussed and developed to help the team work to help the team work together together
Goals Goals may be discussed Goals may be discussed in general terms.in general terms.
Clear, elevating goals Clear, elevating goals drive all aspects of team drive all aspects of team accomplishmentaccomplishment
Methods Group members Group members interact, and work may interact, and work may be divided among be divided among group members.group members.
Team members Team members collaborate and explicitly collaborate and explicitly discuss how to coordinate discuss how to coordinate their efforts and work their efforts and work together. Teams work together. Teams work together together interdependently.interdependently.
COMPARING GROUPS AND COMPARING GROUPS AND TEAMSTEAMS
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Matrix Group Assignments Marketing Sales Finance Production Operations
JohnX
Cindy Matt Juanita SeanX
Linda Donna RobertX
PeterX
Cristy
Martha MelissaX
Raquel Laura Maria
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Meeting Planning WHY are we
meeting? Is it necessary?
WHO should attend the meeting?
WHERE should we meet?
Stand? Sit? Walk? Golf?
WHAT materials do we need?
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Elements of an Agenda Purpose of meeting Names of group members Date/time/place Call to order/roll call Approval of agenda Approval of previous meeting minutes Reports from individuals/subcommittees Unfinished business New business Announcements/Closing concerns Adjournment
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Characteristics and Components of GroupsCharacteristics and Components of Groups
Group membershipGroup membership Influence = you and group character of the group/vice versa To Be or Not To Be
# of people vs. group of people
Group sizeGroup size 5-7 people
Optimal size Increase in size = more complexity
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Small Group work: Size Counts!
One person = 1 Dyad = 2 Small Group = 3 - 12 Large Group = 13 ++
+
Increase in size = more complexity
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Individual Activity: How well can you count?
Rules:
1. NO WHINING!2. Estimate how many
jelly beans are in the jar
3. NOTE: YOU MAY NOT TOUCH THE CANDY JAR-JUST LOOK
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Group Activity: How well can you count?
Rules:1. NO WHINING!2. Form groups as directed3. NO WHINING4. Change group formation
as directed5. NO WHINING6. Group decision must be
made by consensus
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Class Discussion - Size CountsClass Discussion - Size Counts
How did the size of the group impact YOUR ability to perform the task assigned What happened as the groups grew larger
Who did what…why? Which group size was most productive? Did you find the need to compromise your count with
that of the group’s? Why?
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The Complexities of Group SizeThe Complexities of Group Size “What I think she thinks he thinks I said to her means.”“What I think she thinks he thinks I said to her means.”
Size of Group # of Relationship Factors Breadth vs. Depth
2 (dyad)34567
162590301966
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Group Goals, Structure, and ClimateGroup Goals, Structure, and Climate GoalsGoals –motivation for existing StructureStructure positions/roles ClimateClimate – emotional atmosphere
Patterns of communication Norms Effective climate characteristics
Supportiveness Participative decision making Trust among group members Openness and candor High performance goals
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Group vs. Individual GoalsGroup vs. Individual Goals
GoalsGoals Group goals transcend individual goals. The goal = motivation for existing
Individual goalsIndividual goals Camaraderie and fellowship Rubbing elbows Professional/political connections Prestige of membership Genuine interest in group activities and goals
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Communication Competence:Communication Competence:
Communicative Communicative behavior that is both behavior that is both effective and effective and appropriate in a given appropriate in a given context.context.
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Conscious incompetenceConscious incompetence We know that we don’t knowWe know that we don’t know Conscious competenceConscious competence We must work consciously to perform skillWe must work consciously to perform skill Unconscious competenceUnconscious competence
Skill becomes second nature to usSkill becomes second nature to us
Equation for Competence:Equation for Competence: Competence= motivation + knowledge + skillCompetence= motivation + knowledge + skill
Levels of CompetenceLevels of Competence
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Group Structure:Group Structure: Member Positions and Roles PerformedMember Positions and Roles Performed
ROLESROLES
Task:Task: helps accomplish the group’s goal
Maintenance:Maintenance: defines the group’s social atmosphereExample: A member who works to create a harmonic, peaceful atmosphere is performing maintenance on the group
Individual:Individual: contribution of individual toward group goal: -can be counter productive to group goals,
i.e. someone who is more interested in what they can get out of the group process, than what they
can contribute.
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Group ClimateGroup Climate
ClimateClimate – emotional atmosphere of a group Patterns of communication – pattern of message flow Norms – informal rules for interaction Effective climate characteristics
Supportiveness Participative decision making Trust among group members Openness and candor High performance goals
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Organizational Culture Impacts Organizational Culture Impacts Group ClimateGroup Climate
Shared assumptions, values, beliefs, language, symbols, and meaning systems that hold the organization together.
Patterns of sustained communicative acts or behaviors Defensive vs. Supportive environment Confirming vs. disconfirming responses Listening Skills
Is developed by the group-your choice!
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Problem Solving vs. Decision MakingProblem Solving vs. Decision Making
Problem Solving GroupsProblem Solving Groups determine how to solve a problems, providing several choices to those making the final decision.
Decision Making GroupsDecision Making Groups consider the choices between all solutions offered, and decide which is the better choice.
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Problem Solving & Decision Making Procedure
I. Identify and define the problem:I. Identify and define the problem: Is/Is Not Analysis /
Who/what/when/why/where/how Analyze the Problem (Goal vs. Obstacles) Generate Possible SolutionsII. Make the decisionII. Make the decision Select the Best Solution or a Combination of
Solutions Evaluate the Solutions - Pros/Cons Test and Implement the SolutionIII.III. Use a structured process (Chapter 11)Use a structured process (Chapter 11) Fishbone Diagram Action Chart Flow Chart
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Advantages of Working in Groups/TeamsAdvantages of Working in Groups/Teams Group = experience Group = experience Two Heads are better than one: Two Heads are better than one:
stimulates creativitystimulates creativity Improved learning and Improved learning and
comprehensioncomprehension (Auditory/Visual/Kinesthetic Learning (Auditory/Visual/Kinesthetic Learning
Styles)Styles) Solving problems = commitment Solving problems = commitment
to solutionto solution
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Disadvantages of Working in Groups/TeamsDisadvantages of Working in Groups/Teams
Pressure to conform Pressure to conform (Group Think)(Group Think)
Dominating group Dominating group membermember
Reliance on othersReliance on others
~ TIME!!!~ TIME!!!
To accomplish taskTo accomplish task
Away from deskAway from desk
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Negotiation Goal setting Situational knowledge
Formal vs. informal bargaining Communication competence/presenting
a position Dimensions of negotiating/strategies,
tactics, and behaviors Information management Concessions Positioning
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Negotiation Goal setting
Planned Structured Strategic (future based)
Two or more positions Different goals mutually desired outcome Give and take Concessions/compromise expected
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Negotiation Situational knowledge
Formal bargaining Reoccurring issues: Labor management
contract negotiations Deliberation Confrontation
Goal setting important! Planned Structured Strategic
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Negotiation Situational knowledge
Informal bargaining Spontaneous issues
Resolution of divergent goals Work schedules Office space Roles Even…prices of goods/services
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Negotiation Communication competence
Presenting a position Dimensions of negotiating/strategies,
tactics, and behaviors Information management
Personal goals vs. group goals Concessions Should serve both party’s goals Positioning
Focusing on issues that are important to you
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Negotiation Group Assignment
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The End…until next week!
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The Importance of NegotiationProblem Solving & Decision
MakingCommunication & Conflict Styles
Small Group Communication
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StatusStatus
Status is an individual’s importance to the group
High Status Low Status Status Achievers Status Seekers
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High StatusHigh Status Shown more deference Shown more deference
Are listened to Are listened to Asked for advice Asked for advice Rewarded with greater share of goodsRewarded with greater share of goods
Bigger car/office/salaryBigger car/office/salary More recognition for contributionsMore recognition for contributions Talk more often Talk more often
to other high status membersto other high status members total grouptotal group
leadership roleleadership role highest status =leaderhighest status =leader
More influence than low status membersMore influence than low status members
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Low StatusLow Status
Direct conversation to high status, Direct conversation to high status, notnot low status group members.low status group members.
Communicate more positive messages Communicate more positive messages to high status membersto high status members
Whiners: victim mentalityWhiners: victim mentality Comments ignoredComments ignored Communicate more irrelevant Communicate more irrelevant
informationinformation
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Power BasesPower Bases Legitimate PowerLegitimate Power
Those elected/chosenThose elected/chosen Referent PowerReferent Power
Those we allow to have power because we admire Those we allow to have power because we admire themthem
Expert PowerExpert Power Those with knowledge/experienceThose with knowledge/experience
Reward PowerReward Power Those able to reward other’s performance (grades)Those able to reward other’s performance (grades)
Coercive PowerCoercive Power Those able to use threats/blackmailThose able to use threats/blackmail
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TrustTrust Trust must be earnedTrust must be earned Trust develops when you can predict how Trust develops when you can predict how
another will behave under certain another will behave under certain circumstances-and they do as expectedcircumstances-and they do as expected
Trust is always a gambleTrust is always a gamble Previous experiences in small group Previous experiences in small group
settings will influence how you are able settings will influence how you are able to trust others to do tasks as agreedto trust others to do tasks as agreed
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ConflictConflict
“Conflict” means different things to different people Conflict is not necessarily bad, just different Conflict is, “disagreement over available options
caused by seemingly incompatible goals among group members and their thinking that others can keep them from achieving their goals”
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Gender, Culture, and Personal StylesGender, Culture, and Personal Styles Men and women focus on different aspects of the
group’s life
The cultural background of group members affects the nature of communication in the group/team
Class DiscussionClass Discussion: How did the video describe gender communication at work? What were the major themes on this topic? How would you apply the same principles to cultural communication, as well.
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Gender and ConflictGender and Conflict
MalesMalesDemanding and
competitiveVerbally
aggressiveGive ordersFocus on content
Comparing Comparing ApproachesApproaches
FemalesFemales Cooperativeness,
compromise, and accommodation
More likely to engage in protracted negotiation
Make proposals and give reasons for their positions
Focus on feelings
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Diversity and ConflictDiversity and Conflict
Cultural values influence attitudes toward conflict Individualist culturesIndividualist cultures
Conflict used to air differences Handled openly and directly Step along the problem-solving path
Collectivist culturesCollectivist cultures Conflict perceived as a threat Efforts made to suppress it in public Dysfunctional, distressing, and dangerous
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GROUP THINKGROUP THINK
Preservation of group harmony Suppression of dissenting opinions Wish to complete task quickly
impedes effective group functioning Limits critical thinking Used to avoid conflict
Self censoring/Member censoring
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Closed HiddenAvoidance/Withdrawal Accommodation Smoothing
Compromising (any style)
Blind OpenCompetition Collaborative/ Problem Solving
Communication & Conflict Styles
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Communication & Conflict StylesCommunication & Conflict Styles
Avoider/ClosedAvoider/Closed –remove self from conflict Accommodator/HiddenAccommodator/Hidden – overvalues relationships/
undervalues own goals CompromiserCompromiser –tries to find a middle ground Competitive Forcer/BlindCompetitive Forcer/Blind –win-lose orientation/personal
goals paramount Problem-Solving Collaborator/OpenProblem-Solving Collaborator/Open –win-win
orientation
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Closed Closed HiddenAvoidance/WithdrawalAvoidance/Withdrawal Accommodation Smoothing
Compromising (any style)
Blind OpenCompetition Collaborative/ Problem Solving
Communication & Conflict Styles
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Closed Style
Task focused Productive in interpersonal free environments Need security Prescriptive guidance.Maintains neutrality at all costs Conflict?
Removes self from group physically mentally when conflict arises
Assertiveness/cooperation not valued
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Closed Style
How do you communicate with such a person?
Very carefully Needs safe working environment Explain rules/chain of command. NO personal issues Don’t expect participation in meetings
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Closed HiddenAvoidance/Withdrawal Accommodation Smoothing
Compromising (any style)
Blind Blind OpenCompetition Competition Collaborative/ Problem Solving
Communication & Conflict Styles
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Blind Style
Task focused Know what they want. Well-organized Not afraid to exercise authority Very demanding Their way is the best. Punitive with the failure of others.
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Blind Style
How do you communicate with such a person?• Follow through • Follow chain of command• Don’t expect interpersonal connection• Don’t keep them waiting
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Blind=Competition
Personal goals #1 Conflict is a win lose situation High respect for power and authority BUT: “winners” and “losers” grapple for power
If you “win” this person might just be waiting for you to make a mistake so they can regain power
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Closed HiddenHiddenAvoidance/Withdrawal AccommodationAccommodation SmoothingSmoothing
Compromising (any style)
Blind OpenCompetition Collaborative/ Problem Solving
Communication & Conflict Styles
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Hidden Style
Process/Relational focus Fun to be around Good listeners Good interpersonal skills Unable to give opinions or ideas Distrustful of meanings Views conflict as destructive Harmony important at all times Works to smooth over conflicts
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Hidden Style How do you communicate with such a person? Don’t expect full disclosure
Good at acting “open” Motivate with
public praise social standing
Listen carefully Keep your opinions to a minimum Expect comments to be searched for double meanings
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Closed HiddenAvoidance/Withdrawal Accommodation Smoothing
Compromising (any style)
Blind OpenOpenCompetition Collaborative/ Collaborative/
Problem SolvingProblem Solving
Communication & Conflict Styles
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Open Style
Task and Process focused Flexible with the needs of a group, or
individual Able to collaborate and accepting of other
communication styles Can accept constructive criticism. Easily discloses personal information Less impressed with the “show” and more
impressed with factual information Can be seen as ineffective by Blind group
members who want results in a more timely manner
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Open Style
So, how do you communicate with such a person?
Be honest and open, but use tact Look at all sides of the problem Share/disclose personal information Accept shared responsibility Give constructive criticism Avoid being pushy or manipulative Treat them as equals
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Closed HiddenAvoidance/Withdrawal Accommodation Smoothing
CompromisingCompromising (any style)(any style)
Blind OpenCompetition Collaborative/ Problem Solving
Communication & Conflict Styles
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Compromise:
Middle of the road approach Agreeable solution/Feelings
important High quality second
Willing to sacrifice to reach a compromise
Compromise is the second choice
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Resolving ConflictsResolving Conflicts
Cooperative vs. Competitive ConflictCooperativeCooperative – willingness to share rewards to resolve
conflicts Seek mutually beneficial way to resolve disagreement Win-win situation
CompetitiveCompetitive – all-or-nothing; must defeat other participants See winning as a test of personal worth Win-lose situation
Transform conflict from competitive to cooperative Effective communication techniques Role reversal
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Resolving ConflictsResolving Conflicts
Focus on the problem, not the person– Problem approach:
– “It is not the evidence you mentioned or the logic used to consider the validity and value of that evidence, but the conclusions drawn from that information that I find wrong”
– Person approach:– “You always try to force your ideas on us.
It’s probably because you are just a man/woman”
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Productive vs. Destructive ResultsProductive vs. Destructive Results
ProductiveProductive – all participants are satisfied and believe they have gained something Cooperative problem-solving methods Willingness to trust each other
Destructive Destructive – all participants are dissatisfied and believe they have lost something Win-lose encounters characterized by misconceptions and
misperceptions; inaccurate, sketchy, and disruptive communication
Hesitancy to trust each other
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End of presentation