Week 6 Flashcards
1
Q
communication
A
- the transfer and understanding of a message between two or more people
2
Q
sender
A
-establishes a message, encodes the message, and chooses the channel to send it
3
Q
reciever
A
- decodes the message and provides feedback to the sender
4
Q
encoding
A
- converting a message to symbolic form
5
Q
decoding
A
- interpreting a sender’s message
6
Q
message
A
- what is communicated
7
Q
channel
A
- the medium through which a message travels
8
Q
richness
A
- more cues, more personal, quicker feedback
9
Q
coaching
A
- setting standards, giving advice, direction, or information to improve performance
10
Q
when to don the coaching cap
A
- lack of ability
- insufficient information and understanding
- incompetence
11
Q
counselling
A
- helping someone understand and resolve a problem him/herself by displaying understanding
12
Q
when to counsel
A
- personality clashes
- defensiveness
- other factors tied to emotions
- can help someone recognize that a problem exists
13
Q
defensiveness
A
- one individual feels threatened or attacked as a result of the communication
- self-protection becomes paramount
- energy is spent on constructing a defense rather than on listening
14
Q
disconfirmation
A
- individual feels incompetent, unworthy, or insignificant as a result of the communication
- attempts to re-establish self-worth takes precedence
- energy is spent to portray self importance rather than on listening
- showing off, self centered behaviour
15
Q
barriers to communication
A
- filtering
- selecting perception
- emotions
- information overload
- language
- silence
16
Q
filtering
A
- the sender manipulates information sot hat it will be seen more favourably by the reciever
17
Q
selective perception
A
- the receivers selectively see and hear based on their needs, motivation, experience, background, and other personal characteristics
18
Q
emotions
A
- individuals may interpret the same message differently when they are angry/distraught then when they are happy
19
Q
information overload
A
- occurs when the information we need to work with exceeds our processing capacity
20
Q
language
A
- words mean different things to different people
21
Q
silence
A
- not necessarily inaction –> can convey:
- -> thinking or contemplating a response to a question
- -> agreement, dissent, frustration, or anger
22
Q
high context cultures
A
- cultures that rely heavily on non-verbal and subtle situational cues in communication
23
Q
low context cultures
A
- cultures that rely heavily on words to convey meaning in communication
24
Q
negotiation
A
- decision-making situations in which two or more interdependent parties attempt to reach agreement
25
Q
distributive negotation
A
- goals of one party are in fundamental, direct conflict to another party
- one person’s gain is the other’s loss
26
Q
target
A
- your goal in the negotation
27
Q
resistance/reservation point
A
- the point at which you are indifferent to whether you achieved a negotiated agreement or walk away
28
Q
BATNA
A
- Best Alternative to a Negotiated Agreement
29
Q
Best Alternative to a Negotiated Agreement
A
- alternatives give the negotiator power to walk away form the negotiation
- if alternatives are attractive, negotiators can set the goals higher, or make fewer concessions
- if there are no attractive alternatives, negotiators have much less bargaining power
- BATNA helps you set the correct resistance point
30
Q
the opening offer
A
- people believe it is best to sit back and wait for the first offer
- research suggests it is best to make the first offer
31
Q
integrative negotiations
A
- also known as non-zero-sum or win-win
- finding ways to increase the amount of pie on the table
- finding solutions that are of value to both parties
32
Q
logrolling
A
- often value is created when we trade an issue of less importance for an issue of more importance
- we often feel the need to “defeat” our counterpart - this destroy’s value
33
Q
integrative negotiating potential
A
- the negotiating includes more than one issue
- it is possible to add more issues to the mix
- the negotiation is likely to recur over time
- the parties have varying preferences across the issues
34
Q
four hallmarks
A
- value is created
- value is claimed
- other party feels good
- protect or enhance the negotiation relationship
35
Q
conflict
A
- 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
36
Q
functional conflict
A
- supports the goals of the group and improves its performance
37
Q
dysfunctional conflict
A
- hinders group performance
38
Q
cognitive conflict
A
- conflict related to differences in perspectives and judgements
39
Q
affective conflict
A
- emotional conflict aimed at a person rather than an issue
40
Q
cooperativeness (relationship)
A
- the degree to which one party attempts to satisfy the other party’s concerns
41
Q
assertiveness (task)
A
- the degree to which one party attempts to satisfy his or her own concerns
42
Q
forcing
A
- satisfy personal needs at the expense of the other person
- outcome: nothing (or things get worse)
43
Q
avoiding
A
- neglect interests of both parties by sidestepping or postponing
- outcome: other person takes advantage of you; decreased power and credibility
44
Q
compromise
A
- seek partial satisfaction for both parties
- outcome: gamesmanship (sometimes) and suboptimal resolutions
45
Q
collaborating/problem solving
A
- seek to address concerns of both parties
- outcome: when collaborating is possible, problem likely to be resolved
46
Q
conflict resolution: strategy
A
- of all the approaches, collaboration(integrative negotiation) creates more value, but also takes more time.
