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JOHN R. SCHERMERHORN, JR.
MANAGEMENT
12th Edition
Chapter 18
Communication and
Collaboration
©2013 John Wiley & Sons, Inc. All rights reserved.
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Here 18 Study Questions
Planning
Ahead
Chapter
1.
2.
3.
4.
What is the communication process?
How can we improve our communications?
How can we deal positively with conflict?
How can we negotiate successful
agreements?
©2013 John Wiley & Sons, Inc. All rights reserved.
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Chapter
Learning
1. The Communication Process
1.
2.
3.
4.
Effective communication
Persuasion and credibility in communication
Communication barriers
Cross-cultural communication
2. Improving Collaboration Through Communication
1.
2.
3.
4.
5.
Transparency and openness
Use of electronic media
Active listening
Constructive feedback
Space design
©2013 John Wiley & Sons, Inc. All rights reserved.
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Chapter
Learning
3. Managing Conflict
1.
2.
3.
4.
5.
Functional and dysfunctional conflict
Causes of conflict
Conflict resolution
Conflict management styles
Structural approaches to conflict management
4. Managing Negotiation
1.
2.
3.
4.
Negotiation goals and approaches
Gaining agreements
Negotiation pitfalls
Third-party dispute resolution
©2013 John Wiley & Sons, Inc. All rights reserved.
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Slide Title
TextCommunication
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Takeaway
1: The
Process
• Communication
– An interpersonal process of sending and receiving
symbols with messages attached to them
• Key elements of the communication process:
–
–
–
–
–
–
Sender
Message
Communication channel
Receiver
Interpreted meaning
Feedback
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Figure 18.1 The interactive two-way process of
interpersonal communication
©2013 John Wiley & Sons, Inc. All rights reserved.
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Slide Title
TextCommunication
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Takeaway
1: The
Process
Effective and efficient communication:
– Effective communication
• Occurs when the intended meaning of the sender is
fully understood by the receiver
– Efficient communication
• Occurs at a minimum resource cost
– Potential trade-offs between effectiveness and
efficiency must be recognized
©2013 John Wiley & Sons, Inc. All rights reserved.
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Slide Title
TextCommunication
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Takeaway
1: The
Process
Persuasion and credibility in communication
– Communication is used for sharing information
and influencing other people
– Persuasion is getting someone else to support
the message being presented
– Horizontal structures and empowerment are
important contexts for persuasion
©2013 John Wiley & Sons, Inc. All rights reserved.
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Slide Title
TextCommunication
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Takeaway
1: The
Process
Persuasion and credibility in communication
– Expert power and referent power are essential
for persuasion
– Credibility involves trust, respect, and integrity in
the eyes of others
– Credibility can be built through expertise and
relationships
©2013 John Wiley & Sons, Inc. All rights reserved.
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Takeaway
1: The
Process
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Slide Title
TextCommunication
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Communication Barrier:
– Information filtering
– Poor choice of channels
– Poor written or oral expression
– Failure to recognize nonverbal signals
– Physical distractions
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Figure 18.2 Downsides of noise, shown as anything that
interferes with the effectiveness of the communication
process
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Slide Title
TextCommunication
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Takeaway
1: The
Process
Information filtering
– Intentional distortion to make it more favorable
to the recipient
– Subordinates may hide unfavorable news from
the manager or make it sound better than it
really is
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Slide Title
TextCommunication
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Takeaway
1: The
Process
Poor choice of channels
– Choose the channel that works best
– Written channels work for messages that:
• Are simple and easy to convey
• Require extensive dissemination quickly
• Convey formal policy or authoritative directives
– Spoken channels work best for messages that:
• Are complex or difficult to convey where immediate feedback is
needed
• Attempt to create a supportive, even inspirational, climate
©2013 John Wiley & Sons, Inc. All rights reserved.
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Slide Title
TextCommunication
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Takeaway
1: The
Process
Poor written or oral expression
– Communication only effective when the sender
expresses the message in a way understood by
receiver
– Chose words wisely
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Slide Title
TextCommunication
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Takeaway
1: The
Process
Failure to recognize nonverbal signals
– Nonverbal communication takes place through gestures,
facial expressions, body posture, eye contact, and use of
interpersonal space
– Mixed messages occur when a person’s words and
nonverbal signals communicate different things
– The growing use of communication technologies causes
important nonverbal communication to be lost
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TextCommunication
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Takeaway
1: The
Process
Physical distractions
– Include interruptions from telephone calls, dropin visitors, a lack of privacy, etc.
– Can interfere with the effectiveness of a
communication attempt
– Can be avoided or at least minimized through
proper planning
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Slide Title
TextCommunication
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Takeaway
1: The
Process
Cross-cultural communication
– Global economy frequently creates the need to
communicate with colleagues in other countries
with different cultures
– Ethnocentrism
• Tendency to consider one’s culture superior to any and
all others
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Takeaway
2: Improving
Collaboration Through
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Communication
Effective communication is necessary for successful
collaboration
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–
–
–
–
–
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Transparency and openness
Use of electronic media
Active listening
Constructive feedback
Space design
Active listening
Feedback
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Takeaway
2: Improving
Collaboration Through
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Slide Title
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Communication
Transparency and openness
– Communication transparency involves sharing
honest and complete information about the
organization and workplace
– Open book management
• Managers provide employees with important financial
information about their companies
©2013 John Wiley & Sons, Inc. All rights reserved.
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Takeaway 2: Improving Collaboration Through
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Communication
Using electronic media
– Information technologies facilitate communication
– The electronic grapevine speeds messages and
information from person to person
• Functional if information is accurate and useful
• Dysfunctional if information is false, distorted, or based on rumor
– E-mail privacy
– Employer’s policy on personal e-mail
– Don’t assume that e-mail privacy
exists at work
– Electronic grapevines exist
©2013 John Wiley & Sons, Inc. All rights reserved.
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Takeaway 2: Improving Collaboration Through
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Communication
• Active listening
– The process of taking action to help someone say exactly
what he or she really means
• Rules for active listening:
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Listen for message content
Listen for feelings
Respond to feelings
Note all cues, verbal and nonverbal
Paraphrase and restate
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Takeaway 2: Improving Collaboration Through
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Communication
• Feedback
– The process of telling others how you feel about
something they did or said, or about the situation in
general (evaluative, interpretive, descriptive)
• Constructive feedback guidelines:
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Give it directly
Make it specific
Give it when the receiver is willing/able to accept it
Make sure it is valid
Give it in small doses
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Takeaway 2: Improving Collaboration Through
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Communication
Space design
– Proxemics is the use of interpersonal space
– Interpersonal space is an important
nonverbal cue
– Workspace layout is often overlooked as a
form of nonverbal communication but is
being increasingly recognized for its impact
on communication and behavior
©2013 John Wiley & Sons, Inc. All rights reserved.
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Takeaway
3: Managing
Conflict
Conflict
– A disagreement between people on:
• Substantive issues regarding goals and tasks, allocation
of resources, distribution of rewards, policies and
procedures, and job assignments
• Emotional issues arising from feelings of anger,
distrust, dislike, fear, and resentment, as well as
personality clashes
– Conflict that is well managed can help promote
creativity and high performance
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Takeaway
3: Managing
Conflict
• Functional conflict
– Moderately intense conflict
– Constructive and stimulates people toward
greater work efforts, cooperation, and creativity
• Dysfunctional conflict
– Low-intensity and very high-intensity conflict
– Destructive and hurts task performance
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Figure 18.3 The relationship between conflict and
performance
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Takeaway
3: Managing
Conflict
Causes of conflict:
• Role ambiguities
• Resource scarcities
• Task interdependencies
• Competing objectives
• Structural differentiation
• Unresolved prior conflicts
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Takeaway
3: Managing
Conflict
• Conflict resolution is the removal of the
substantial and emotional reasons for a
conflict
• People’s conflict management styles are
different
– Cooperativeness is the desire to satisfy the other
party’s needs and concerns
– Assertiveness is the desire to satisfy one’s own
needs and concerns
©2013 John Wiley & Sons, Inc. All rights reserved.
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Takeaway
3: Managing
Conflict
Conflict management styles:
– Avoidance (withdrawal)
• Uncooperative and unassertive
– Accommodation (smoothing)
• Cooperative and assertive
– Competition (authoritative command)
• Uncooperative and assertive
– Compromise
• Moderately cooperative and assertive
– Collaboration (problem solving)
• Cooperative and assertive
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Figure 18.4 Alternative conflict management styles
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Takeaway
3: Managing
Conflict
Conflict management styles:
Lose-lose conflict
Win-lose conflict
Win-win conflict
• Management
by avoidance or
accommodation
• Management
by competition
and
compromise
• Management
by collaboration
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Takeaway
3: Managing
Conflict
Structural approaches for resolving conflicts:
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Appealing to higher level goals
Making more resources available
Changing the people
Altering the physical environment
Use integrating devices
Provide training
Change reward systems
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Takeaway
3: Managing
Conflict
Integrative devices for resolving conflicts:
– Using liaison personnel, special task forces,
cross-functional teams, or a matrix
organization
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Managing
Negotiation
Negotiation
– The process of making joint decisions when the
parties involved have different preferences
– All negotiation situations are susceptible to
conflict and require exceptional communication
and interpersonal skills
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Managing
Negotiation
Negotiation goals and approaches:
– Substance goals
• Concerned with outcomes
• Tied to the “content” issues of negotiation
– Relationship goals
• Concerned with processes
• Tied to the way people work together
– Effective negotiations occur when:
• Issues of substance are resolved
• Working relationships are maintained or improved
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Managing
Negotiation
Criteria for effective negotiation:
– Quality
• Negotiating a “wise” agreement that is truly
satisfactory to all sides
– Cost
• Negotiating efficiently, using minimum resources and
time
– Harmony
• Negotiating in a way that fosters interpersonal
relationships
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Managing
Types of negotiation:
– Distributive negotiation
• Focuses on claims made by each party
• Leads to win-lose outcomes
– Principled (or integrative) negotiation
• Goal is to base the outcome on the merits of
individual claims
• Leads to win-win outcomes
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Managing
Negotiation
Gaining integrative agreements:
– Separate the people from the problem
– Focus on interests, not on positions
– Generate many alternatives before deciding what
to do
– Insist that results are based on some objective
standard
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Figure 18.5 The bargaining zone in classic two-party
negotiation
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Managing
Negotiation
• Bargaining zone
• Common negotiation pitfalls:
– Falling prey to the myth of the “fixed pie ”
– Nonrational escalation of conflict
– Overconfidence and ignoring other’s needs
– Too much “telling” and too little “hearing ”
– Premature cultural comfort
– Trap of ethical misconduct
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Managing
Negotiation
Ethical issues in negotiation
– High ethical standards should be
maintained
– Profit motive and the competitive desire to
win sometimes lead to unethical behavior
– Unethical negotiating behavior can lead to
short-term gains but long-term losses
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Managing
Negotiation
Third-party dispute resolution
– Mediation
• Involves a neutral third party who tries to improve
communication between negotiating parties and keep
them focused on relevant issues
– Arbitration
• Involves a neutral third party who acts as a judge and
issues a binding decision
• Ombudsperson is a neutral third party who listens to
complaints in an attempt to resolve disputes
©2013 John Wiley & Sons, Inc. All rights reserved.
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