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MRK360
Chapter 6
Communication, Conflict
and Negotiation
What’s the problem?
Communication Questions

Describe an example of communication
breakdown. What led to the breakdown?
 What types of difficulties have you
experienced when communicating with
someone from a different culture than yours?
 How do you let the other person know you
have heard what they are saying? How often
do you do this?
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
Communication Terms

Communication


Sender


The transfer of meaning among people
Establishes a message, encodes the
message, and chooses the channel to send
it
Receiver

Decodes the message and provides
feedback to the sender
Exhibit 6-1 The Communication
Process Model
1. Chooses a
message
2. Encodes
the message
3. Chooses
the channel
Sender
Receiver
5. Provides
feedback
4. Decodes
the message
Communication Terms

Message


Encoding


Converting a message to symbolic form.
Channel


What is communicated.
The medium through which a message
travels
Decoding

Retranslating a sender’s message.
Choosing Channels
Channels differ in their capacity to
convey information.
 Rich channels have the ability to

Handle multiple cues simultaneously
 Facilitate rapid feedback
 Be very personal

Exhibit 6-1 The Communication
Process Model
1. Chooses a
message
2. Encodes
the message
3. Chooses
the channel
Sender
Receiver
5. Provides
feedback
4. Decodes
the message
Barriers to Effective Communication
 Filtering
 Refers to a sender manipulating
information so that it will be seen more
favorably by the receiver.
 Selective Perception
 Receivers in the communication process
selectively see and hear based on their
needs, motivations, experience,
background, and other personal
characteristics.
Barriers to Effective Communication
 Defensiveness
 When individuals interpret another’s
message as threatening, they often respond
in ways that retard effective communication.
 Language
 Words mean different things to different
people.
Barriers to Effective Communication
Think of an example of each barrier that
you have experienced
Nonverbal Communication

Messages conveyed through body
movements, facial expressions, and the
physical distance between the sender and the
receiver

Kinesics


The study of body motions, such as gestures, facial
configurations, and other movements of the body
Proxemics

The study of physical space in interpersonal relationships
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

Communication Barriers Between
Men and Women

Men and women view directness and
indirectness differently
Women interpret male directness as an
assertion of status and one-upmanship
 Men interpret female indirectness as covert,
sneaky, and weak


Men criticize women for apologizing, but
women say “I’m sorry” to express
empathy
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


Supports the goals of the group and improves its
performance
Dysfunctional

Hinders group performance
Group Exercise - Conflict
In groups
Think of a conflict situation during a
group project (real or imaginary)
 Describe the conflict to the class
 Think of ways that you could resolve the
conflict

Three Main Sources of Conflict
1.
Communication – we already
discussed this
2.
Structure
3.
Personal Variables
How Structure Can Lead to
Conflict
Sources of conflict:
Size, specialization, and composition of the
group
 Too much reliance on participation
 Diversity of goals among groups
 Ambiguity in precisely defining where
responsibility for actions lies
 Reward systems where one member’s gain
is at another’s expense

How can personal variables lead
to conflict?
How can Personal Variables Lead to
Conflict?

Different personalities

Different values
Exhibit 6-4 How Conflict Builds
Conflict-handling
Intentions
•
•
•
•
•
Competing
Collaborating
Compromising
Avoiding
Accommodating
Outcomes
Behaviour
• Functional:
increased
performance
• Dysfunctional:
decreased group
performance
Specific Intentions

Competing


Collaborating


The desire to withdraw from or suppress a conflict.
Accommodating


A situation where the parties to a conflict each desire to satisfy
fully the concerns of all parties
Avoiding


A desire to satisfy one’s interests, regardless of the impact on the
other parties.
The willingness of one party in a conflict to place the opponent’s
interests above his or her own
Compromising

A situation in which each party to a conflict is willing to give up
something
Exhibit 6-4 How Conflict Builds
Conflict-handling
Intentions
•
•
•
•
•
Competing
Collaborating
Compromising
Avoiding
Accommodating
Outcomes
Behaviour
• Functional:
increased
performance
• Dysfunctional:
decreased group
performance
Conflict Outcomes

Functional (supports the goals of the
group and improves performance)

Desired outcomes
Agreement
 Stronger relationships
 Learning


Dysfunctional (hinders group
performance)