Download Chapter 8

Part III
People in the Police Organization
Chapter 8
Communication, Negotiation, and
Conflict Resolution
© 2011 Delmar, Cengage Learning
Learning Objectives
1. Understand the importance of communication, negotiation, and conflict resolution
from an administrative perspective.
2. State the purposes, manners, and modes of communication.
3. Explain the communication process.
4. List the many barriers to communication.
5. Understand what it takes to become an effective communicator.
6. Understand communication networks as well as technological advances in
communication.
7. List the types and sources of conflict.
8. Know the methods of dealing with conflict.
9. Understand the negotiation process.
10. List several tools for effective negotiation.
© 2011 Delmar, Cengage Learning
Communication
• The process of exchanging information and meaning
between individuals through a common system of
symbols, signs, and behavior
• One person cannot communicate alone
• Communication does not occur until the message is
received and read or heard, and its meaning understood
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Purposes of Communication
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Achieve understanding between two or more people
Express an opinion
Prompt action from the listener
Support actions initiated by another person
Achieve departmental goals
Increase efficiency and quality
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Symbols, Context, and Perception
• Symbols are the words, gestures, and pictures that give
meaning to another person.
• Context gives more information about the symbol.
• Perception is the process through which people select,
organize, and interpret sensory input to give meaning to
their surroundings.
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Manners and Modes of Communication
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Formal Communication
Informal Communication
Verbal Communication
Nonverbal Communication
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Formal Communication
• Within the framework of the formal organization
• Vertical communication: exchanging messages between two
or more levels of an organization’s hierarchy
– Downward communication: information flows from a higher level to one
or more lower levels in the organization
– Upward communication: information flows from lower levels to one or
more higher levels in the organization
• Horizontal communication: exchanging messages within or
across work units
– Includes: task coordination, problem solving, information sharing,
conflict resolution, and peer support
© 2011 Delmar, Cengage Learning
Informal Communication
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Within the framework of the informal organization
Constantly develops and changes
Used by a variety of people when the need arises
Advantageous and should be encouraged
Disadvantages: “grapevine” and “rumor mill”
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Verbal Communication
• Oral communication
– Speech
• Written communication
– Written messages
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Nonverbal Communication
• Refers to behaviors
– Inflection of the voice and emphasis given to words
– Expressions of the body that impart information to a receiver
• Can be unintentional on the part of the sender
• Categories of nonverbal behavior
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Kinesics
Proxemics
Paralanguage
Object language
© 2011 Delmar, Cengage Learning
The Communication Process
The Simplified Process:
1. Sender transmits
2. The message to
3. A receiver
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The Rule of Five
• The Rule of Five refers to the set of five receiver steps in the
communication process.
• The sender wants to ensure that the receiver accomplishes
these five steps.
• If accomplished, communication is judged successful.
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Receive
Understand
Accept
Use
Give feedback to the sender
© 2011 Delmar, Cengage Learning
Barriers to Communication
• Physiological barriers
• Psychological barriers
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Stereotyping
The halo effect
Projection
Perceptual defense
Cognitive dissonance
• Other barriers
© 2011 Delmar, Cengage Learning
Keys to Effective Communication
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Active listening
Fairness, openness, and “straight talk”
Avoiding emotionally loaded terms
Simple, clear language
Appealing to all five senses
Reinforcing words with action
© 2011 Delmar, Cengage Learning
Communication Network
• The number and arrangement of the various
communication channels that exist
• Establishes the relationship between people and their
relative power and leadership
• Networks play an important role in the emergence of
informal group leaders
© 2011 Delmar, Cengage Learning
Technological Advances
in Communication
• E-mail
• Internet and the World Wide Web
© 2011 Delmar, Cengage Learning
Conflict
• A struggle that results from opposing needs or feelings
between two or more people
• The best tool for managing conflict is communication.
• Negative conflict
– Builds animosities, depletes energies, divides groups
• Positive conflict
– Stimulates interest, prevents stagnation, encourages creativity
© 2011 Delmar, Cengage Learning
Types of Conflict
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Interpersonal conflict
Intragroup conflict
Intergroup conflict
Interorganizational conflict
© 2011 Delmar, Cengage Learning
Sources of Conflict
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Incompatible goals and time horizons
Overlapping authority
Task independence
Status inconsistencies
Scarce resources
Communication failures
Individual differences
Incompatible procedures for rewarding and reprimanding
performance
© 2011 Delmar, Cengage Learning
Types and Sources of Conflict Facing
Police Administrators
• Employee conflict
• Conflict between one police department and another
• Conflict with the public
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Conflict Resolution Strategies
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Altering the source of the conflict
Appealing to third parties
Adopting an interpersonal conflict-handling approach
Increasing diversity awareness and skills
Practicing job rotation or temporary assignment
Using permanent transfers or dismissals
Changing organizational structure and/or culture
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Negotiation
• Engaging in give-and-take discussions; considering various
alternatives to reach a joint decision that is acceptable to both
parties
• Negotiation guarantees that needs and desires will be heard
and that at least a portion of the request is fulfilled.
• Possible results:
– Win-lose
– Lose-lose
– Win-win
© 2011 Delmar, Cengage Learning
Types of Power Used in Negotiating
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The power of competition
The power of risk taking
The power of commitment
The power of expertise
The power of the knowledge of needs
The power of investment
The power of rewarding or punishing
The power of identification
The power of morality
The power of precedent
The power of persistence
The power of persuasive capacity
The power of attitude
© 2011 Delmar, Cengage Learning
Other Components of Negotiation
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Time
Information
People smartness
Planning
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© 2011 Delmar, Cengage Learning
Implementing the Negotiating Process
• Written agendas are critical to success.
• Questions need to be asked:
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Obtain information.
Ensure appropriate information is provided.
Discover the personality of the other person.
Show that one is interested in the other person.
• Take time to think
© 2012 Delmar Cengage
© 2011 Delmar, Cengage Learning