Chapter 7/9: Communication, Conflict, and Negotiation Flashcards
The Communication Process Model
- We identify what our message is going to be, put it on paper, and what the best way is to communicate the message
- -May result in miscommunication
- -May result in a false expectation; as it is a one-way communication
Information Richness of Communication Channel
- Complex/Important Issue: Want face to face or video conference
- Simple information: Put it on the wall
- Richer channels= More sensitive information
How communication flows in organization
- Downward: Managers to employees
- Upward: employees to manager
- Lateral: Communication among peers
Barriers to Effective Communication (5)
- Filtering: Sender of message filters out info to give better impression: omitting certain information to make themselves look better
- Selective Perception: Receiver filters message, employees who love company see positive, employees who are worried saw negatives
- Emotions: When angry, may not hear someone because emotions are in the way
- Information Overload
- Language: Terminology people use: Jargon (may not understand)
Key Communication Issues
-Electronic communication:Everything you put on internet is public may bite you in the future
–HR example: sent an email in all caps FILL OUT THE FORM! And company fired her
-Nonverbal communication: You can say same words with different tone and it can have a completely different meaning
–Facial expression, eye contact, physical appearance
-Cross-cultural issues: Miscommunication can happen with communicating with someone from different culture
–Low context: if they don’t like they say no
High context: they may say yes, but say no indirectly
–In some countries silence is apart of communication
Conflict
- One party perceives that another party has negatively affected, or is about to negatively affect, something the first party cares about.
- Two Primary types of conflict
- -Cognitive: Disagreement over task
- -Affective: You don’t like the topic because you don’t like the person
Conflict and Unit Performance Chart
-Points a and c level on conflict is dysfunctional
-Task conflict: Can increase performance, between points a and b
Relationship conflict: can decrease performance, between points b and c
Sources of Conflict
- Miscommunication
- Structural Variables
- -Diversity
- -Reward Systems
- –Meritt pay etc..
- -Leadership style
- – Leader who micromanages somebody
- -Goal Compatibility
- –If they’re working towards different goals
5 conflict-handling strategies
- Forcing
- -Imposing one’s will on the other party.
- -You may get that, but it will damage the relationship
- Problem solving
- -Trying to reach an agreement that satisfies both one’s own and the other party’s aspirations as much as possible.
- -The ideal situation
- Avoiding
- -The desire to withdraw from or suppress a conflict.
- Yielding
- -Accepting and incorporating the will of the other party.
- -Happens when there’s a deadline, fearful, realize other person is right
- Compromising
- -A situation in which each party to a conflict is willing to give up something.
- -Both parties give up something to get something they both want
Negotiation
A process in which two or more parties exchange goods or services and try to agree on the exchange rate for them.
Distributive versus Integrative Bargaining
Distributive: : I want to win, I want to get the most at the expense of the other person, more short-term (get as much pie as possible/win-lose)
Integrative: : trying to figure things out, widen the pie and offer things to people (win-win)
Bargaining Zone
- BANTA: Best alternative to a negotiate agreement
- -Buyer/Seller target point
- -Seller/Buyer resistance point
