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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)