Communication & Negotiation_sem1
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Chapter 6
Communication, Conflict and Negotiation Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
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 Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Communication Terms • • • • • • •
Communication Sender Receiver Message Encoding Channel Decoding Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Exhibit 6-1 The Communication Process Model 1. Choosesa message
2. Encodes the message
3. Chooses the channel
Sender
Receiver
5. Provides feedback
4. Decodes the message
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
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
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
• • • •
Barriers to Effective Communication
Filtering Selective Perception Defensiveness Language
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Creating Effective Mechanisms for Communication
• Mechanisms
– The practices that bring what you stand for to life and stimulate change
• They are intended to demonstrate how the communication should be accomplished
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Nonverbal Communication • Messages conveyed through body movements, facial expressions, and the physical distance between the sender and the receiver – Kinesics – Proxemics
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
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 • Men and women view directness and indirectness differently • Men criticize women for apologizing, but women say “I’m sorry” to express empathy Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Cross-Cultural Communication Difficulties
• Sources of barriers – Semantics – Word connotations – Tonal differences
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Cross-Cultural Communications: Helpful Rules
• Assume differences until similarity is proven. • Emphasize description rather than interpretation or evaluation. • Practise empathy. • Treat your interpretations as a working hypothesis. Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Effective Listening • If you want to improve your listening skills, look to these behaviours as guides – Make eye contact – Exhibit affirmative head nods and appropriate facial expressions. – Avoid distracting actions or gestures. – Ask questions. – Paraphrase. – Avoid interrupting the speaker. – Don’t over talk. – Make smooth transitions between the roles of speaker and listener. Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
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 – Dysfunctional
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Negotiation • A process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Issues, Positions & Interests Re: Negotiation
• Issues • Positions • Interests
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Types of Bargaining • Distributive bargaining • Integrative bargaining
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Exhibit 6-9 Distributive versus Integrative Bargaining Bargaining Characteristic Available resources
Distributive Bargaining Fixed amount of resources to be divided
Integrative Bargaining Variable amount of resources to be divided
I win, you lose Primary motivations Primary interests Focus of relationships
Opposed to each other Short term
I win, you win Convergent or congruent with each other Long term
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
How to Negotiate • Assess personal goals, consider other’s goals, develop strategy • Identify target and resistance points • Identify BATNA
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Applying Negotiating Skills • • • • •
Begin with a positive overture Address problems, not personalities Pay little attention to initial offers Emphasize win-win solutions Create an open and trusting climate
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Exhibit 6-10 Staking Out the Bargaining Zone Party A’s aspiration range Settlement range
Party A’s target point
Party B’s resistance point
Party B’s aspiration range
Party A’s resistance point
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Party B’s target point
• • • • •
Summary and Implications: Communication A common theme regarding the relationship between
communication and employee satisfaction Less distortion in communication equals: Ambiguity between verbal and nonverbal communiqués increase uncertainty and reduce satisfaction The goal of perfect communication is unattainable The issue of communication is critical to motivation
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Summary and Implications
• Conflict can be either constructive or destructive to the functioning of a group. • An optimal level of conflict: – – – –
Prevents stagnation Stimulates creativity Releases tension And initiates the seeds for change
• Inadequate or excessive levels of conflict can hinder group effectiveness.
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Summary and Implications • Don’t assume there's one conflicthandling intention that is always best. • Negotiation is an ongoing activity in groups • Intergroup conflicts can also affect an organization’s performance. Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Communication, Conflict and Negotiation Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
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 Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Communication Terms • • • • • • •
Communication Sender Receiver Message Encoding Channel Decoding Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Exhibit 6-1 The Communication Process Model 1. Choosesa message
2. Encodes the message
3. Chooses the channel
Sender
Receiver
5. Provides feedback
4. Decodes the message
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
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
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
• • • •
Barriers to Effective Communication
Filtering Selective Perception Defensiveness Language
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Creating Effective Mechanisms for Communication
• Mechanisms
– The practices that bring what you stand for to life and stimulate change
• They are intended to demonstrate how the communication should be accomplished
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Nonverbal Communication • Messages conveyed through body movements, facial expressions, and the physical distance between the sender and the receiver – Kinesics – Proxemics
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
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 • Men and women view directness and indirectness differently • Men criticize women for apologizing, but women say “I’m sorry” to express empathy Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Cross-Cultural Communication Difficulties
• Sources of barriers – Semantics – Word connotations – Tonal differences
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Cross-Cultural Communications: Helpful Rules
• Assume differences until similarity is proven. • Emphasize description rather than interpretation or evaluation. • Practise empathy. • Treat your interpretations as a working hypothesis. Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Effective Listening • If you want to improve your listening skills, look to these behaviours as guides – Make eye contact – Exhibit affirmative head nods and appropriate facial expressions. – Avoid distracting actions or gestures. – Ask questions. – Paraphrase. – Avoid interrupting the speaker. – Don’t over talk. – Make smooth transitions between the roles of speaker and listener. Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
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 – Dysfunctional
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Negotiation • A process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Issues, Positions & Interests Re: Negotiation
• Issues • Positions • Interests
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Types of Bargaining • Distributive bargaining • Integrative bargaining
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Exhibit 6-9 Distributive versus Integrative Bargaining Bargaining Characteristic Available resources
Distributive Bargaining Fixed amount of resources to be divided
Integrative Bargaining Variable amount of resources to be divided
I win, you lose Primary motivations Primary interests Focus of relationships
Opposed to each other Short term
I win, you win Convergent or congruent with each other Long term
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
How to Negotiate • Assess personal goals, consider other’s goals, develop strategy • Identify target and resistance points • Identify BATNA
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Applying Negotiating Skills • • • • •
Begin with a positive overture Address problems, not personalities Pay little attention to initial offers Emphasize win-win solutions Create an open and trusting climate
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Exhibit 6-10 Staking Out the Bargaining Zone Party A’s aspiration range Settlement range
Party A’s target point
Party B’s resistance point
Party B’s aspiration range
Party A’s resistance point
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Party B’s target point
• • • • •
Summary and Implications: Communication A common theme regarding the relationship between
communication and employee satisfaction Less distortion in communication equals: Ambiguity between verbal and nonverbal communiqués increase uncertainty and reduce satisfaction The goal of perfect communication is unattainable The issue of communication is critical to motivation
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Summary and Implications
• Conflict can be either constructive or destructive to the functioning of a group. • An optimal level of conflict: – – – –
Prevents stagnation Stimulates creativity Releases tension And initiates the seeds for change
• Inadequate or excessive levels of conflict can hinder group effectiveness.
Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
Summary and Implications • Don’t assume there's one conflicthandling intention that is always best. • Negotiation is an ongoing activity in groups • Intergroup conflicts can also affect an organization’s performance. Chapter 6, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc.
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