Week 6 Flashcards
communication
- the transfer and understanding of a message between two or more people
sender
-establishes a message, encodes the message, and chooses the channel to send it
reciever
- decodes the message and provides feedback to the sender
encoding
- converting a message to symbolic form
decoding
- interpreting a sender’s message
message
- what is communicated
channel
- the medium through which a message travels
richness
- more cues, more personal, quicker feedback
coaching
- setting standards, giving advice, direction, or information to improve performance
when to don the coaching cap
- lack of ability
- insufficient information and understanding
- incompetence
counselling
- helping someone understand and resolve a problem him/herself by displaying understanding
when to counsel
- personality clashes
- defensiveness
- other factors tied to emotions
- can help someone recognize that a problem exists
defensiveness
- 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
disconfirmation
- 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
barriers to communication
- filtering
- selecting perception
- emotions
- information overload
- language
- silence
filtering
- the sender manipulates information sot hat it will be seen more favourably by the reciever
selective perception
- the receivers selectively see and hear based on their needs, motivation, experience, background, and other personal characteristics
emotions
- individuals may interpret the same message differently when they are angry/distraught then when they are happy
information overload
- occurs when the information we need to work with exceeds our processing capacity
language
- words mean different things to different people
silence
- not necessarily inaction –> can convey:
- -> thinking or contemplating a response to a question
- -> agreement, dissent, frustration, or anger
high context cultures
- cultures that rely heavily on non-verbal and subtle situational cues in communication
low context cultures
- cultures that rely heavily on words to convey meaning in communication
negotiation
- decision-making situations in which two or more interdependent parties attempt to reach agreement
distributive negotation
- goals of one party are in fundamental, direct conflict to another party
- one person’s gain is the other’s loss
target
- your goal in the negotation
resistance/reservation point
- the point at which you are indifferent to whether you achieved a negotiated agreement or walk away
BATNA
- Best Alternative to a Negotiated Agreement
Best Alternative to a Negotiated Agreement
- 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
the opening offer
- people believe it is best to sit back and wait for the first offer
- research suggests it is best to make the first offer
integrative negotiations
- 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
logrolling
- 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
integrative negotiating potential
- 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
four hallmarks
- value is created
- value is claimed
- other party feels good
- protect or enhance the negotiation relationship
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 conflict
- supports the goals of the group and improves its performance
dysfunctional conflict
- hinders group performance
cognitive conflict
- conflict related to differences in perspectives and judgements
affective conflict
- emotional conflict aimed at a person rather than an issue
cooperativeness (relationship)
- the degree to which one party attempts to satisfy the other party’s concerns
assertiveness (task)
- the degree to which one party attempts to satisfy his or her own concerns
forcing
- satisfy personal needs at the expense of the other person
- outcome: nothing (or things get worse)
avoiding
- neglect interests of both parties by sidestepping or postponing
- outcome: other person takes advantage of you; decreased power and credibility
compromise
- seek partial satisfaction for both parties
- outcome: gamesmanship (sometimes) and suboptimal resolutions
collaborating/problem solving
- seek to address concerns of both parties
- outcome: when collaborating is possible, problem likely to be resolved
conflict resolution: strategy
- of all the approaches, collaboration(integrative negotiation) creates more value, but also takes more time.