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OBHR 321 > Week 6 > Flashcards

Week 6 Flashcards

1
Q

communication

A
  • the transfer and understanding of a message between two or more people
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2
Q

sender

A

-establishes a message, encodes the message, and chooses the channel to send it

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3
Q

reciever

A
  • decodes the message and provides feedback to the sender
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4
Q

encoding

A
  • converting a message to symbolic form
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5
Q

decoding

A
  • interpreting a sender’s message
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6
Q

message

A
  • what is communicated
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7
Q

channel

A
  • the medium through which a message travels
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8
Q

richness

A
  • more cues, more personal, quicker feedback
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9
Q

coaching

A
  • setting standards, giving advice, direction, or information to improve performance
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10
Q

when to don the coaching cap

A
  • lack of ability
  • insufficient information and understanding
  • incompetence
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11
Q

counselling

A
  • helping someone understand and resolve a problem him/herself by displaying understanding
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12
Q

when to counsel

A
  • personality clashes
  • defensiveness
  • other factors tied to emotions
  • can help someone recognize that a problem exists
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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
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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
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15
Q

barriers to communication

A
  • filtering
  • selecting perception
  • emotions
  • information overload
  • language
  • silence
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16
Q

filtering

A
  • the sender manipulates information sot hat it will be seen more favourably by the reciever
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17
Q

selective perception

A
  • the receivers selectively see and hear based on their needs, motivation, experience, background, and other personal characteristics
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18
Q

emotions

A
  • individuals may interpret the same message differently when they are angry/distraught then when they are happy
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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.

OBHR 321 (10 decks)

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